Brand Extensions: A Marketing Plan for the Launching of a Tea

Product Line Applied to LUSO.

João Paulo Coelho dos Santos

Project submitted as partial requirement for the conferral of Master of

Science in Marketing

Supervisor

Prof.ª Doutora Hélia Gonçalves Pereira, Prof.ª Auxiliar, ISCTE Business

School, Management Department
Brand Extensions: A Marketing Plan for the Launching of a Tea Product Line
Applied to LUSO.
João Paulo Coelho dos Santos

– Spine –
Abstract

This thesis project has the main goal of developing a strategic and operational marketing
plan to support the launching of a tea product range by Luso directed to healthy minded
consumers. The launching process will take place in Portuguese market during the summer
of 2013.

In this marketing plan was identified the potential market size and set actions for the new
product proposal implementation, Luso Tea. This was achieved through the acquisition of
knowledge from scientific research analysis that contributed to more consistent action plan
definition. In an intermediary step was made a deep and crucial market, company and
competitive analysis becoming possible to do a coherent product concept, support and
communication.

To really understand how to make an optimal product to healthy minded consumers was
made a complete profiling of these target, leading to an adapted marketing strategy where
was design all marketing mix components.

Key-Words: Marketing Plan, Brand Extensions Launching, Healthy Consumer, Tea

JEL Codes: Marketing M3, Health I19

Resumo

Este projeto de tese tem o objetivo principal de desenvolver um plano de marketing

estratégico e operacional para servir de base ao lançamento de uma gama de produtos de
chá pela Luso, direcionado para os consumidores com uma mentalidade saudável. O
processo de lançamento terá lugar no mercado Português durante o verão de 2013.

Neste plano de marketing foi identificada a dimensão potencial do mercado e foram

definidas ações para a implementação da nova proposta de produto, Luso Tea. Isto foi
conseguido através da aquisição de conhecimentos a partir da análise de artigos científicos,
o que contribuiu para a definição de um plano de ações mais consistente. Num passo
intermédio foi feita uma profunda e crucial análise do mercado, da empresa e do ambiente
competitivo tornando possível fazer um produto coerente ao nível do conceito, serviços de
apoio e comunicação.

Para realmente se compreender como fazer um produto adaptado aos consumidores com
uma mentalidade saudável foi feita uma caracterização completa deste público-alvo,
levando á elaboração de uma estratégia de marketing adaptada, onde foram desenhados
todos componentes do marketing mix.

Palavras-Chave: Plano de Marketing, Lançamento de Extensões de Marca, Consumidor

Saudável, Chá

JEL Codes: Marketing M3, Health I19

Acknowledgements

The elaboration of a thesis, by being individually made, is hard and tiring. For this reason, I
had several moments of disappointment where I felt defeated and unable to proceed. Also, I
had several persons that kept me going along the way and I would like to leave their help
marked in my acknowledgments as well as they have touched me with their concern.

Firstly, I would like to thank Luso, in particular to Filipa Santos, not only by sharing
information on the subject, but also by the availability and readiness to help.

Secondly to my tutor, Professor Hélia Pereira for the assistance and all the support
provided.

Then, I would like to thank Miguel Calado, beyond being a good friend, for his great ability
in the creation of visual support that contributed a lot to see this project coming to life.

To Ana Queirós for the constant concern of a close friend, sending all the material that
could possibly help, when she had her own thesis to worry about.

Last but not least, to Ana Antunes for the fellowship, patience and willingness to help even
if the help would be a good supportive and understanding attitude when I couldn’t see
anything more than worries.
Index

Glossary ................................................................................................................................... i

Tables Index .......................................................................................................................... iii

Charts Index ........................................................................................................................... iv

Figures Index ......................................................................................................................... vi

Annexes Index ...................................................................................................................... vii

1. Executive Summary.................................................................................................... 1

2. Definition of the Problem ........................................................................................... 3

3. Literature Review ....................................................................................................... 4

3.1. Conceptualization ................................................................................................... 4

3.2. Fast Moving Consuming Goods (FMCG) .............................................................. 5

3.3. Innovation & Product Development Business implications ................................... 6

3.4. Brand Extensions .................................................................................................... 9

3.4.1. Brand Flexibility to Enter in a New Market ........................................................... 9

3.4.2. Critical Factors to B.E. Success ........................................................................... 11

3.4.3. Effects on Parent Brand ........................................................................................ 13

3.4.4. Potential Customer Perception and Effects .......................................................... 14

4. Methods and techniques of data collection and analysis .......................................... 17

5. Information analysis and conclusions....................................................................... 18

5.1. External Analysis .................................................................................................. 18

5.1.1. Market Analysis .................................................................................................... 18

5.1.2. Competition Analysis - Ice Tea Market ............................................................... 31

5.2. Internal Analysis ................................................................................................... 36

5.2.1. Heineken Group .................................................................................................... 36

5.2.2. SCC and SAL ....................................................................................................... 36

5.2.3. LUSO Brand ......................................................................................................... 38

5.3. A New Potential Competitor ................................................................................ 42

5.4. Competitive Analysis .................................................................................................... 45

5.4.1. SWOT Analysis .......................................................................................................... 45

5.4.2 Critical Success Factors (CSF) .................................................................................... 50

5.5. General Conclusions ...................................................................................................... 52

6. Implementation ......................................................................................................... 54

6.1. Consumer Identification ....................................................................................... 54

6.1.1. The Healthy Minded Consumer ........................................................................... 54

6.1.2. Segmentation, Target and Positioning .................................................................. 55

6.2. Marketing-Mix ..................................................................................................... 60

6.2.1. Product .................................................................................................................. 60

6.2.2. Price ...................................................................................................................... 67

6.2.3. Placement ............................................................................................................. 69

6.2.4. Promotion ............................................................................................................. 71

7. Conclusions .............................................................................................................. 79

8. References ................................................................................................................ 81

9. Appendixes ............................................................................................................... 90
Glossary

ASAE – Portuguese authority for food safety and economy

ATL – Above the line

BE – Brand Extension

BMI – Body Mass Index

BTL – Below the Line

CPG – Consumer Packaged Goods

CSF – Critical Success Factors

DB – Distribution Brands

EC – European Commission

FMCG – Fast Moving Consuming Goods

IH – In Home

IHS – Instituto de Hidratação e Saúde

IMF – International Monetary Fund

MS – Market Share

MW – Market Weight

NPD – New Product Development

OB – Own Brands

OH – Out Home

PL – Private Label

i
PVC and PET - Types of pre-formed plastic packaging used for small consumer goods

R&D – Research and Development

SAL – Sociedade Água de Luso, SA.

SCC – Sociedade Central de Cervejas e Bebidas, SA.

WHO – World Health Organization

ii
Tables Index

Table 1 – Impacts of ad brand content depending of the level of extension incongruence.. 11

Table 2 – Positive and Negative Effects of Extension Success in Consumer; ..................... 16

Table 3 - Main Legal Requirements to Produce, Distribute and Sell Ice Tea ...................... 19

Table 4 – Economic Indicators 2007-2013........................................................................... 91

Table 5 – Portugal VAT Historic Evolution......................................................................... 95

Table 6 – Banco de Portugal Projections.............................................................................. 95

Table 7 – Beverages Hydration Capability........................................................................... 97

Table 8 – Stores Denominations........................................................................................... 25

Table 9 – Luso Innovation Portfolio .................................................................................. 113

Table 10 - SWOT Analysis .................................................................................................. 45

Table 11 – Luso Tea Gold Positioning Triangle .................................................................. 59

Table 12 - Amounts of caffeine in some beverages ........................................................... 155

Table 13 - New Product Packaging Components ................................................................. 62

Table 14 – Luso Tea Product Range .................................................................................... 63

Table 15 – Luso Tea and Main Competitors Pricing............................................................ 68

Table 16 – TV Advertisement Campaign ........................................................................... 157

Table 17 – Radio Advertisement Campaign....................................................................... 158

Table 18 – Press Advertisement Campaign ........................................................................ 158

Table 19 – Communication Implementation Chronogram ................................................... 77

iii
Charts Index

Chart 1 - GVA Distribution 2011 ......................................................................................... 90

Chart 2 – Employment Distribution 2011 ............................................................................ 90

Chart 3 – Portugal Vs. Euro Zone – GDP Growth Rate ....................................................... 92

Chart 4 - Portugal Vs. Euro Zone – Inflation Rate ............................................................... 93

Chart 5 – Portugal Vs. Euro Zone – Unemployment Rate ................................................... 94

Chart 6 – Recognized Beverages Health Level .................................................................... 96

Chart 7 – Recognized Beverages Pleasure Level ................................................................. 97

Chart 8 – Recognized Beverages Pleasure and Health Level ............................................... 98

Chart 9 – Attitudes and Behaviors towards Beverages ........................................................ 99

Chart 10 – Beverages Perceptual Map ............................................................................... 100

Chart 11 – Distribution Agents Relevance ......................................................................... 103

Chart 12 – Ice Tea Sector Sales Evolution in Volume & Value ........................................ 103

Chart 13 – Horeca Sales Volume & Value Evolution ........................................................ 104

Chart 14 – Horeca Sales Volume & Value Variation Evolution ........................................ 104

Chart 15 – Horeca Economic Agents Weight .................................................................... 105

Chart 16 – Take Home Sales Volume & Value Evolution ................................................. 105

Chart 17 – Take Home Sales Volume & Value Variation Evolution ................................. 106

Chart 18 – Own Brand Vs Distribution Brand – Sales Volume ......................................... 106

Chart 19 – Own Brand Vs Distribution Brand – Sales Value ............................................ 107

Chart 20 – Take Home Economic Agents Weight ............................................................. 107

Chart 21 – Tea & Water Penetration .................................................................................. 108

Chart 22 – Ice Tea & Water Penetration ............................................................................ 108

Chart 23 – Tea & Water Life Cycle ................................................................................... 109

iv
Chart 24 – Ice Tea & Water Life Cycle.............................................................................. 109

Chart 25 – Tea & Water Affinity........................................................................................ 110

Chart 26 – Ice Tea & Water Affinity.................................................................................. 110

Chart 27 – Main Ice Teas Consumed ................................................................................. 111

Chart 28 – Brand Perceived Quality ................................................................................... 115

Chart 29 – Brand Perceived Trust ...................................................................................... 115

Chart 30 – Friendly Brand Perception ................................................................................ 116

Chart 31 – Identification with Brand .................................................................................. 116

Chart 32 – Luso Tea Fit with Brand Values ....................................................................... 117

Chart 33 –Perceived Associations with Core Product ........................................................ 117

Chart 34 – Luso Tea Similarities with Brand’s Portfolio ................................................... 118

Chart 35 – Luso Tea Similarities with last extension, Luso Fruta ..................................... 118

Chart 36 – Luso Fruta Communication Perceived Visibility ............................................. 119

Chart 37 – Perceived Communication Message Transmition Competence ....................... 120

Chart 38 – Luso Fruta Consumption Objetives .................................................................. 120

Chart 39 – Luso Fruta Product Availability ....................................................................... 121

Chart 40 – New Product Consumer Acceptance ................................................................ 121

Chart 41 – Ice tea consumption segments .......................................................................... 149

Chart 42 – Beverages Pleasure Choice Factors .................................................................. 153

Chart 43 – Beverages Rational Choice Factors .................................................................. 153

v
Figures Index

Figure 1 – Brand Certified Product Symbol ........................................................................ 22

Figure 2 – Pleno Brand Logo ............................................................................................... 31

Figure 3 – Lipton Ice Tea Brand Logo ................................................................................. 34

Figure 4 – SCC Commitment with Heineken’s Guidelines .............................................. 112

Figure 5 – Luso Brand Logo ................................................................................................ 38

Figure 6 – Vitalis Brand Logo .............................................................................................. 43

Figure 7 – New Product Packaging ...................................................................................... 61

Figure 8 – Luso Tea Logo .................................................................................................... 67

Figure 9 – Payment Point Placement .................................................................................. 156

Figure 10 – Universities Sampling Distribution ................................................................. 160

Figure 11 – Business Centers Sampling Distribution......................................................... 160

Figure 12 – Hipers Sampling Distribution ......................................................................... 161

Figure 13 – Gym’s Sampling Distribution ......................................................................... 161

Figure 14 – Beach Sampling Distribution .......................................................................... 162

Figure 15 – Luso Fruta Public Relations Event.................................................................. 162

Figure 16 – Questionnaire Model ....................................................................................... 147

vi
Annexes Index

Appendix I – Economic Factors ........................................................................................... 90

Appendix II– Social and Cultural Factors ............................................................................ 96

Appendix III – Environmental and Social Responsibility Factors ..................................... 100

Appendix IV – Sector Evolution and Trends ..................................................................... 103

Appendix V – Water Consumer Vs. Tea Consumer .......................................................... 108

Appendix VI – Competitive Analysis ................................................................................ 111

Appendix VII – Internal Analysis ...................................................................................... 112

Appendix VIII – SWOT & Critical Success Factors.......................................................... 115

Appendix IX – Questionnaire ............................................................................................. 122

Appendix X - Segmentation, Target and Positioning ......................................................... 149

Appendix XI – Product ....................................................................................................... 154

Appendix XII – Placement ................................................................................................. 156

Appendix XIII - Promotion ................................................................................................ 157

vii
1. Executive Summary
This project has the purpose of develop a Marketing Plan to support the launching of a tea
based beverage by Luso. This product, Luso Tea, will be directed to healthy minded
consumers.

Luso brand belongs to Sociadade Água de Luso (S.A.L.), a Portuguese company which
core business is the commercialization of bottled mineral water in the national market
where detain the leader position.

S.A.L. is a Sociedade Central de Cervejas e Bebidas (S.C.C.) subsidiary, being this one the
only Luso brand products distributor. Both companies are owned by Heineken’s Group that
delegates to them the national business management of several well known brands as Luso,
Cruzeiro, Sagres, Cergal, Imperial, Heineken, Foster’s, Jansen, São Jorge and Bulmers.

Luso is an Umbrella brand with several sub-brands underneath which the main ones are:
Luso Fresh, Formas Luso, Ritmo Luso and Luso Fruta.

Luso operates in both defined markets, In-Home and Out-Home, being the leader among
Own Brands in both, however is a really competitive market as it is a fragmented one.

Was detected an opportunity to leverage Luso’s equity and competitive position through
extending the brand into a new market, the ice tea. The world is getting healthier and Luso
has been following this trend by launching functional products that help people with
healthier solutions regarding beverages, so as this new product, Luso Tea, will provide by
following Luso’s actual values line with “Healthy Generations” signature.

It was quantified an opportunity of reaching 2.5 million Portuguese ice tea consumers with
the implementation actions proposed. The product will be distributed intensively in both
markets to potentiate product acceptation and consumption due to the strong competition
identified.

1
This Marketing Plan has three main parts where the first is the literature research that is
focused in tree main subjects: the FMCG markets, innovation and product development and
finally, deeper analyzed, brand extensions and respectively effects.

After this research was made a situational analysis that includes mainly an external and
internal analysis. External analysis, in chapter 6.1, is divided into mediate (political,
economical, social, technological and environmental factors overview) and immediate
analysis (a market, future trends and consumer analysis). Internal analysis, in chapter 6.2, is
made an overall Luso business and corporate behavior analysis.

In the end of those two analysis was also made, in chapter 6.3, the identification of a
probable Luso follower in launching a similar product, Vitalis, that was treated as
competitor. In chapter 6.4, was made a competitive analysis through SWOT and Critical
Success Factors analysis to better business environment perception.

Finally in the last piece of this Marketing Plan, was developed all actions to put into
practice, starting with the healthy minded consumer definition and quantification (Chapter
7.1), followed by the product development through marketing-mix components (Product,
Price, Place and Promotion) and finally, in chapter 7.3, the time schedule of launching
actions with an implementation chronogram.

2
2. Definition of the Problem

Luso as one of the Portuguese most traditional well known brands has been innovating in
the last decades and extending their product lines and categories with success within the
brand products consumers. Until now they have a traditional, moderately innovative,
dynamic and fresh brand image that was won with all the work that has been done by
company.

Luso is a successful brand with complete and huge experience in the bottled water market
that has been taking the risks and benefits of extending their product line and categories as
the main competitors have done, however Luso only tried once to extend the brand, with
Luso Fruta, in a quiet similar market.

This can be a potential opportunity to the company and ignore it can be a problem of letting
competitors take advantage of innovation and dynamism benefits.

The world is getting more health concern regarding food and Luso has been following this
tendency by launching functional products to fit those needs. As Luso core product is
mineral water, the brand have great bases to go deeper in health matters due to the fact that
hydration is seen as a crucial part of a physical and mental healthy state. With the recent
brand refresh, adopting “Healthy Generation” signature as guideline, the author consider
the launching of this new product a opportunity to leverage brand equity and competitive
position.

3
3. Literature Review

3.1. CONCEPTUALIZATION

The world is getting more and more concerned about people’s health and obesity takes the
major responsibility in this. According to the World Health Organization (WHO), obesity is
a disease in which excess of body fat accumulated can reach levels that can affect health.
The prevalence of obesity in the world is so high that the WHO declared the disease as a
global epidemic of the XXI century. WHO recognizes that in this century, obesity has
prevalence equal or greater than malnutrition and infectious diseases. For that reason, if we
do not take drastic measures to prevent and treat obesity, over 50% of the world population
will be obese by 2025. Thus, obesity is a chronic disease with enormous prevalence in
developed countries, affecting men and women of all races and all ages being, after
smoking, considered the second greater cause of death. Obesity is one of the major public
health problems in Portugal, requiring a concerted strategy that includes promoting healthy
eating habits and a more active lifestyle. The high obesity in Portugal and its annual growth
rate follows the reduction in quality of life. (Saúde, 2005)

With the great growth of obesity index people are getting more stressed, with no time in
their workday do have a proper nutrition and regular exercise, so they are getting more
concerned about having health care. Thus, as consumers have little time and a lot of work,
they seek efficient and practical solutions that are good for their health, especially regarding
food, so consumer is getting more conscious about health and well-being. (Hipersuper,
2011)

Due to the growing consumer demand for healthy products, companies are investing in
creating new products adding natural and healthy features to follow this recent trend. In
addition many companies are changing their positioning to have an image of health and
daily well-being fitting customer’s seeking values. Therefore, all of communication made
by these companies has the concern of showing the healthy quality embedded in their
products. Other changed feature is nutritional information that is getting more and more
complete being nowadays a key issue in decision-making process by customers.

4
This whole scenario of people more concerned with the welfare and health, has emerged as
a new opportunity for these companies to explore new formulas and new ways to interact
with consumers and position themselves.

3.2. FAST M OVING CONSUMING GOODS (FMCG)

Also known as the Consumer Packaged Goods or CPG Industry, this multi-million dollar
sector is made of a huge range of famous brand names – the kind that we use every single
day. These FMCG are essential items purchased when shopping and used in everyday lives.
They're the household items picked when buying groceries or visit local chemist or
pharmacy. FMCG are referred to as 'fast moving', quite simply, because they're the quickest
items to leave the supermarket shelves. They also tend to be high volume and low cost
items.
Cleaning and laundry products, over the counter medicines, personal care items and food
products make a large bulk of the goods in the FMCG arena, but it doesn't end there. Paper
products, pharmaceuticals, consumer electronics, plastic goods, printing and stationery,
alcoholic drinks, tobacco and cigarettes can all be considered fast moving consumer goods
too. (About FMCG, 2013)

5
 3.3. INNOVATION & PRODUCT DEVELOPMENT BUSINESS IMPLICATIONS

Starting with an organizational view, it is important to understand how a company should

allocate and adapt their resources and structure to different product innovation and
type/levels of development. In projects of developing new products or services, Marketing
and Sales department are frequently called to work with specialists from other areas. Those
interactions can be coordinated in a variety of ways as bureaucratic approaches or, in the
other side, decentralized, participatory and self responsible approaches.

Recent studies suggest that organic, decentralized participative coordination mechanisms

are associated with better product development performance, since it produces products
with higher perceived quality that generate more satisfied participants, easily achieving
sales objectives and break even. This is true to innovation projects that involve a product or
service concept new-to-the-world or at least to the firm’s product portfolio. However, this
structure guides to lower levels of performance when is about a more straightforward
product improvements or line extensions. This is explained by the fact that this last ones
simply don’t benefit substantially from the increased functional interaction, flexibility and
innovativeness that participative structures allow to. Seems that managers should adopt
more bureaucratic structures and formal coordination mechanisms when is about a familiar
product to market or even to the company (product improvements or line extensions) and
go for more participative and self-governing structures when projects are more about
unfamiliar and innovative new product concepts to the market or at least to the company.
Obviously all this is conditioned by some factors as the larger corporate structure
guidelines, corporate culture or even directives from top management. (Olson, et al., 1995)
(Olson, Walker, Jr., & Ruekert, 1995)

Getting inside of the organization there is a need to look for the cooperation between active
agents or departments to better understand how different structures and ways of cooperation
can diverge in different results for the company as whole.

Sales play a vital role in New Product Development (NPD) and organizations should
carefully manage the cooperation between departments of sales, marketing and Research
and Development (R&D). That cooperation will bring critical customer information to the
6
NPD process which will result in an improving likelihood of the new product success by
knowing better the customer or bringing the “voice of customer” to the company’s
mechanisms. This cross-functional cooperation has different importance weight depending
on the NPD level of implementation. Findings suggest that the cooperation between
marketing, sales and R&D is critical in the stage of the concept development (first stage of
NPD process) that involve generating ideas, deciding critical product features, deciding the
product value offer. In the other hand cooperation is less critical in later stages of NPD
because all the most complex parts of knowing customer and technical aspects have passed,
so managers need to be focus on facilitating this cooperation at the beginning of the
process. This can bring some challenges to managers such as diverging incentive systems
or cultural barriers, so they need to make an extra effort, being proactive on taking strong
procedures to ensure that this cross-functional cooperation really works at the right time,
collecting all the benefits of joining all three parts of the triangle which is better than the
sum of one-by-one cooperation (Ernst, et al., 2010). (Ernst, Hoyer, & Rubsaamen, 2010)

Going a bit deeper in the organization, specifically in the cooperation between departments,
is relevant to analyze each team composition (members) to ensure that is being created a
stable team which can easily cooperate for effective and efficient outcomes and bring
harmony and peace to company’s processes.

Project team are often formed with the purpose of sharing information and coordinating
specialized knowledge. If this purpose is not achieved can result in inferior decisions and
weaker products, because the team degree of stability has a direct impact on team’s
decision-making effectiveness in a NPD project. There are many team features that
managers can control and adapt as team size, diversity, geographic location and functional
composition. However creating (selecting) and managing a NPD project team is something
that involve a lot more than the fit of those features announced to the project itself:
designing and managing a complex relationship to decision-making processes. There are
evidences that suggest managers should create a strong cross-functional team at the initial
stage of the NPD and try to limit changes in the team along the duration of the project, that
is, normally, the biggest difficulty in trying to maintain the team with complete stability.
(Slotegraaf & Atuahene-Gima, 2011)

7
This influence of stability in decision-making processes is reduced when high levels of
stability and comprehensiveness in a team are achieved and that can be made taking actions
which enhance perceived trust, perceived competence and loyalty among team members.
Such team atmosphere help to dismiss uncertainties about team member motives, increase
communication effectiveness between members and allow them to better concentrate in the
content of information and actions in the decision-making process. (Dooley & Fryxell,
1999)

In conclusion, managers should not focus only in team stability issues, but also be
conscious of the nature of the decision-making processes through which the benefits of the
project team stability can be achieved. So they have to pay attention to the team’s and the
individual objectives to make sure the global goals fit, in certain way, the individual
objectives making a linkage between the team and the individual member. Managers should
implement structural arrangements to ensure mind openness, the certain debate level and
decision comprehensiveness in addition to the team structure itself. (Slotegraaf &
Atuahene-Gima, 2011)

Getting a more external view about product development is important to look for the effects
that a product or innovation features can have in the customers and also the impact of the
product communication in our target, in order to better understand the value creation and
the value communication.

While a new product introduction generates a modest return, the gain generated by a
pioneering new product is 4,28% higher. So we can conclude that new product launchings
have positive effect on stock returns and those effects are stronger in high-growth
categories. These returns from pioneering (new-to-the-market) innovations are seven times
higher than the return of innovations that are merely new to the company. This show
managers that the common actions to improve products or to launch line extensions product
(not-new-to-the-market) are really less effective in returns as they are really less costly and
risky than pioneering ones. The marketing strategies of these innovations play an important
role too, because those returns are greater when the products are backed by substantial
communication investments, especially in the case of pioneering innovations as

8
communicating the differentiated value added by new product leveraging the firm value
effects of innovation. In the other hand, promotional actions don’t increase those positive
effects of innovation, because they seem to be a signal of anticipated weakness, for
customer, in demand for the new product (Srinivasan, et al., 2009). (Srinivasan, Pauwels,
Silva-Risso, & Hanssens, 2009)

3.4. BRAND EXTENSIONS

3.4.1. BRAND FLEXIBILITY TO ENTER IN A NEW M ARKET

Brand extensions are used to increase brand equity. Some brands that are successful in
launching new products even if their far from the parent-brand core category and others
don’t have this ability. This is explained by the brands different flexibility or elasticity that
is precisely “the ability to launch extensions into distant product categories, sharing few
attributes or features in common with existing products and appealing to different consumer
markets.” (Monga & John, 2010)

In very recent research this ability is determined by the parent-brand concept and
consumers’ style of thinking. For functional brands, holistic thinkers provided more
favourable brand extension responses than analytic thinkers which seem to be good to get
feedback about an idea of possible extension as they generate more precise and analytic
thoughts (critics) about the extension, often paying attention to the dissimilarities between
the brand and extended product. In the other hand, for prestige brands there were similar
responses from holistic and analytic thinkers (Monga & John, 2010).

But there is ways of increasing the acceptability of the extension by the analytical thinkers,
one of them can be the creation of a sub brand. Sub brands can be really useful for distant
brand extensions, increasing brand extensions acceptability and decreasing the risks of
brand dilution (Milberg, et al., 1997). (Milberg, Park, & McCarthy, 1997).
This is one of the ways founded; the brand architecture is an effective way of increasing
the elasticity of a functional brand for the analytic thinkers.
The other way founded is the use of elaborational communication which stimulates analytic
thinkers to think closer to the holistic way (Monga & John, 2010). Brand extensions can

9
benefit from understanding and influencing consumers’ implicit theories of the self and
consequently the brand extensions judgments through the use of persuasive communication
(Yorkston, et al., 2010). (Yorkston, Nunes, & Matta, 2010)
This kind of communication increases the evaluation of the extensions that are distant and
inconsistent with customer expectations and by providing more information to analytic
thinkers in an analytic frame they start to decrease their resistance towards the distant
extensions of functional brands. This reveals a third complementary way of changing
perception and increasing the acceptance of positive information about extension which is
matching the message frame (way product information is presented) to styles of thinking
being this fact valid to both kind of thinkers (Monga & John, 2010). Even if they are not
inconsistent there are evidences that show that persuasive communication adapted to the
target consumers affects positively brand extensions acceptability, thoughts about brand
traits, judgments on fit between brand and the extension and the perceptions of success.
This communication does not need the brand name involved or directly show the interest of
communication to be effective on permitting brand extensions, repositioning efforts
successful and preventing brand dilution possibilities (Yorkston, et al., 2010) (Yorkston,
Nunes, & Matta, 2010).

Research findings suggest extension consistency judgements are dynamic and change with
advertising repetition as after repeated exposure, congruent extensions are not always
evaluated substantially more highly than incongruent extensions. This can tend to turn
negative and inconsistent extensions cognitions into positive and consistent cognitions, but
there are conditions for this to happen related with the extension level of incongruence and
advertisement content (Lane, 2000). In the following table we can see the different possible
impacts.

10
 TABLE 1 – IMPACTS OF AD BRAND CONTENT DEPENDING OF THE LEVEL OF EXTENSION
INCONGRUENCE

Ad Peripheral Ad Benefits
Associations Associations

High - +
Incongruence

Moderate + +
Incongruence
Source: Adapted from Lane (2000)

With the repeated exposure to advertisements that evoke appropriate brand associations,
consumers can respond substantially more favourably to incongruent extension than they
did at first exposure. This shows that managers and marketers can influence extensions
perceptions through communication strategies.

3.4.2. CRITICAL FACTORS TO B.E. SUCCESS

According to (Collins-Dodd & Louviere, 1999) extending the parent brand both within and
beyond the original product category is supposed to be profitable because, it assumes that
parent brands are already recognized and therefore require lower investment in new product
launch as advertising or price promotions. This can’t be ensure because the failure rate of
brand extensions, particularly in FMCG is around 80% (Ernst&Young; AC Nielsen, 1999).

Is important to understand what can be done to invert this tendency and has been tried with
certain success in previous studies about how managers can reduce this failure rate, finding
out which factors play a key role in B.E. One of these studies show an important fact: the
quality of the parent brand and the fit between the parent brand and the extension product

11
categories are highly important brand extension success factors (Bottomley & Holden,
2001).

One of the most complete researches found ten main success factors based on customer
perception and after analysis were identified the five most relevant from them. Those are:
(Volckner & Sattler, 2006)

- Fit between parent-brand and extension product: Appropriate selection of the

parent-brand and extension product category can directly affect fit. Extension
advertisements can also increase the salience of crucial brand associations that
help consumers infer extension features and benefits and thus understand how an
extension fits. Consumers will likely infer judgments on fit and consistency when
an advertisement illustrates how parent brand attributes improve the extension’s
ability to provide benefits. Repeated exposure to advertisement elements evoke
appropriate parent-brand associations that also helps consumers to establish
linkages between the brand and the extension product (Lane, 2000).

- Parent-brand conviction and experience: Extension products do not guarantee

success on the basis of the brand name alone. So there are two new important
concepts referring to parent-brand characteristics that play an important role in
brand extensions success. Managers and marketers usually cannot influence these
two factors in a short/medium term because they are intrinsic to the brand.
However this results show us that building customer based brand equity or
acquiring strong brand are positive strategies because they are prerequisites to
achieving successful financial benefits.

- Retailer acceptance: There are many possible ways of stimulating retailer’s

acceptance of the new product. One example is the positive effects of trade and
slotting allowances (Collins-Dodd & Louviere, 1999). Other example can be the
fact that promotional allowances reduce retailer’s costs of giving the customer
information about where to find the new product available and the most common

12
 one, the advertisement, which increases demand and therefore has a positive
effect on retailers’ decision to accept new products.

- Marketing support: The effort on marketing support to the extension product is

crucial especially in FMCG. This is an issue of real interest to managers because
is one important aspect that can be manipulated in short term as is under direct
company control. However this critical factor is usually dependent of the
company’s financial wealth to support the new product introductions.

Beyond these five main critical factors were found other five that are also relevant when
considering bringing a new product trough brand extension. They are the Perceived Risk
from the customer that is closely linked with other two factors, Consumer Innovativeness
that is influenced by previous brand extensions historical and the Quality (strength) of the
parent-brand that is also related with the Linkage of the utility of the parent-brand to the
product attributes of the original product category.

3.4.3. EFFECTS ON PARENT BRAND

Companies extend their portfolios vertically or horizontally. Such extensions increase

brand visibility, appeal to diverse consumer needs and help brands outsell competitors and
discouraging new ones to enter the market (Quelch & Kenny, 1994).

Higher-quality extensions improve overall brand perception and evaluation more than
lower-quality extensions damage them (or sometimes having no effect) because consumers
consider them neutral, not negative, and largely ignore them in brand evaluation (Heath, et
al., 2011).(Heath, DelVecchio, & McCarthy, 2011)

Increasing the number of products versions in a brand can improve evaluation in various
dimensions as perceived brand innovativeness, expertise, sensitivity to diverse customer
needs and budgets, success and brand energy and dynamism (Mizik & Jacobson, 2008).

13
Even if a negative effect is small or non-significant on evaluation and perception, this effect
can be amplified when facing a direct competitor serving as a differentiator or disadvantage
factor when the consumer has to make decisions (McCarthy, et al., 2001). (McCarthy,
Heath, & Milberg, 2001).

Parent-brand communication capabilities to evoke the extension product in consumers’

minds are not so strong as the ones which extension product communication have to evoke
parent-brand, furthermore, they tend to diminish with the age of the extension because it
may start to gain a stronger presence in consumer’s minds and be less effective in evoking
parent-brand associations. Indeed, the most fresh extensions communication may make
communication more effective in catching the consumers attention for the parent-brand
than parent-brand own communication, so decision takers may allocate their
communication efforts into new brand extensions communication, decreasing costs in
parent-brand communication efforts (Balachander & Ghose, 2003).

Communication of the extension may increase perceptions of parent-brand quality or

innovativeness (Dacin & Smith, 1994).

The existence of beneficial effects from brand extensions suggests an additional strategic
benefit of introducing line or brand extensions (Aeker, 1990) as to crowd the product space
and difficult entry.

3.4.4. POTENTIAL CUSTOMER PERCEPTION AND EFFECTS

The customers that are most interested in the new product launch from a brand and all their
actions are part of the brand community and brand fans. Brand communities are composed
of people who possess a social identification with others that share their interest in a
particular brand (Algesheimer & Herrmann, 2005).

Brand community is the best consumer fraction to study, because all the effects become
augmented and therefore more visible and clear to the company, being an important

14
weapon, useful to demonstrate how typical customers can react to a new proposal to the
market.

Higher levels of participation in a brand community lead to both loyalty and oppositional
loyalty in adopting behaviour. These higher levels of participation will increase the
likelihood that a person will adopt a new product from the preferred brand and will
accelerate the adoption process. In other hand, this increase in participation will reduce the
likelihood that person will adopt a product from a competing brand and decelerates the
adoption process. There is an issue that is important to look for, the overlapping
membership across rival brand communities; this can completely reverse the relationship
between the participation and the adoption process of new products, so is important to
assess the degree to which members of the community also participate in rival communities
before seeking to promote it. The membership duration has the same consequences as
participation (Thompson & Sinha, 2008).

Regarding the new product adoption process was found evidences which suggest that a
brand has always to have a similar alternative to the competitors products to benefit from
oppositional loyalty. Otherwise, the brand will transmit an absence of an equivalent product
that would create a great change in the impact of participation on the likelihood of adopting
products from the rival brands, starting to consider adopting new products from competing
brands (Thompson & Sinha, 2008).

By encouraging customers to join and participate in their brand community, companies can
have multiple advantages as increase the easiness of adopting a new product, decrease the
competitive pressure of the company (by reducing the likelihood that customers will adopt
new products from rivals) and the real main advantage is created when the company is the
first to launch a new product to the market because it will benefit from loyal adoption
behaviour from their customers and will not be penalized by oppositional loyalty from
customers of rival brands. This is really important because, in this way, a company can
limit the impact of oppositional loyalty by being constantly the first in launching new
products to the market. Finally, a company can also limit the advantages of competitors
brand community by inviting and stimulating opposite members to participate in the

15
company’s own community, increasing the overlap between communities (Thompson &
Sinha, 2008).

There are evidences that consumer trial of the successful extensions have a positive effect
on nonusers or non-loyal users of the parent-brand that is translated into increasing market
share. In the other hand, the unsuccessful extensions seems to have negative impact on the
prior users, depending on the category similarity of the extension (This relations can be
better seen in table 2). After this trial the importance of brand experience in the evaluation
process of the extension seems to diminish in cause of the sceptical experience of trial
(Swaminathan, et al., 2001).(Swaminathan, Fox, & Reddy, 2001)

TABLE 2 – POSITIVE AND NEGATIVE EFFECTS OF EXTENSION SUCCESS IN CONSUMER ;

Source: (Swaminathan, Fox, & Reddy, 2001)

The appeal of parent-brand extensions among nonusers is seen as an important added

benefit of extension strategy, also having risks in case of failure as harm brand equity by
negative effects produced. The parent-brand experience has a positive impact on extension
trial but after this trial the importance of brand experience in the evaluation process of the
extension seems to decrease because of the sceptical experience of trial (Swaminathan, et
al., 2001). This can be positively used by parent-brand to stimulate the new product trials.

16
4. Methods and techniques of data collection and analysis

In this Project was obtained secondary data. This information was of 2 types: Internal and
External.
Regarding internal information, Luso staff contribution was very important by giving a
global overview about how company functions and access to some AC Nielsen market data.
External information was also achieved through a questionnaire, to test, using multi-item
measures, the extension success factors giving especial attention to the most relevant one,
the perceived fit or global similarity between the parent-brand (Luso) and the extension
proposal. Questionnaire and respective report are available in Appendix IX – Questionnaire
Report.

It was used pre-tested measures validated in previous studies (Volckner & Sattler, 2006).
This model can be found in Appendix IX – Figure 16, providing an overview of all the
measures that were used.

The questionnaire was administered by convenience sample method, however fitting

critical variables (target consumer profile features), being statistically analysed with Excel
2007-2010 program.

17
5. Information analysis and conclusions

5.1. EXTERNAL ANALYSIS

5.1.1. MARKET ANALYSIS

5.1.1.1. M EDIATE A NALYSIS

5.1.1.1.1. P OLITICAL AND LEGAL F ACTORS

Portugal is a democratic republic state which President is Aníbal Cavaco Silva and which
Prime Minister is Pedro Passos Coelho from Social-Democrat party (PSD). As the actual
request for foreign aid is on track, there are multiple and distant opinions about the political
stability in Portugal among the opinion making leaders, so will be based on European
Commission reports to give a global overview about political stability. Political stability is
strongly correlated with economy success measures implemented by the government, being
even more relevant living in a crisis situation. So, as more recent European Commission
(EC) reports shows that, “Overall, the third review of the Economic Adjustment Program
has concluded that Portugal's fiscal deficit target for 2011 (5,9 % of GDP) has been
overachieved” (European Commission, 2012) which was the main political and economical
objective. It can be concluded that “Portugal has made good progress on a number of
fronts, but significant challenges remain” (European Commission, 2012), so there is still
some uncertainty or instability in political and economic trust until achieving the end of
crisis recovery process.

Regarding legality, there are some legal requirements that regulate the food products, in
Europe by EC and in Portugal by ASAE. In the following table it can be found some of the
most important legal regulations when producing, distributing and selling sodas, in
particular Ice Tea.

18
TABLE 3 - M AIN LEGAL REQUIREMENTS TO PRODUCE, DISTRIBUTE AND SELL ICE TEA

Law Subject Regulated

General principles and requirements of

food law, established by the European
Regulation (EC) 178/2002 from 28/01
Food Safety Authority laying down
procedures in matters of food safety.

Regulates the delimitation, features,

Ordinance nr. 288/94 from 14/11 packaging and labeling of soft drinks
intended for human consumption.

Defines the technical rules regarding their

Ordinance nr. 703/96 from 06/12 names, definitions, packaging and labeling
of soft drinks.

Amends the Ordinance No. 703/96 from

06/12, which defines the rules regarding
Ordinance nr. 1296/2008 from 11/11
their names, definitions, packaging and
labeling of soft drinks.

Source: Adapted from European Commission (2013) and ASAE (2013) (European
Commission , 2013) and (ASAE, 2013).

5.1.1.1.2. E CONOMIC F ACTORS

Portuguese economic structure is characterized by being dominated by an increasing weight

of services sector as the rest of the European countries. Services represented, in 2011,
74,5% of GVA (Gross Value Added) and 62,8% of employment (Appendix I – Chart 1 and
2).

With the recovery of our commercial partners economies, started in the end of 2009,
Portugal started to grow in 2010 (1,4% of GDP), being exports the main impulsion.
19
However, with the spread of debt crisis in the Euro Zone during 2010, Portugal started to
have difficulties in getting borrowed capital from international financial markets. With the
high amount of external debt, public deficit and low economic growth rate, Portuguese
government had to ask for international financial help from European Union (EU) and
International Monetary Fund (IMF) in April, 2011. As result of austerity measures
Portuguese GDP had decreased 1,7% in 2011 and is expected to decrease 3% and 1,9% in
2012 and 2013 respectively (Appendix I – Table 4). The rest of Euro Zone had almost the
same behavior in GDP growth rate between 2007 and 2010, time when Portuguese situation
degraded getting, until 2012, a GDP mean growth rate of -2,3% while Euro Zone had 0,5%.
However, future casts show us that Portugal situation is likely to improve and get close to
the rest of Euro Zone growth tendency in 2014, getting Portugal 0,8% and Euro Zone 1,4%
of GDP growth rate (Appendix I – Chart 3).

All factors analyzed (Appendix I - Inflation, Unemployment and VAT) always have impact
on the Private Consumption that has being decreasing since the beginning of economic
crisis. As projections show (Appendix I – Table 6), private consumption has slowdown
decreasing 5,5% and 3,6% in 2012 and 2013 respectively. This private consumption
decrease is caused by the reduction in available income and the increase of savings due to
the concern with the high level of uncertainty about the length of austerity period (Banco de
Portugal, 2012). However future casts show that in 2014 private consumption will stop
decrease and will start to grow 0,1%.

All this can be the reason for warning, because it influences the family’s disposable income
to buy superfluous and even essential goods. The soft drinks market, more precisely ice tea
market, is affected by this phenomena’s being a treat or in this case maybe just a challenge
because Luso’s brand and tea products have strong link with health and well-being that
follows an emerging tendency of consumer behavior nowadays.

20
5.1.1.1.3. S OCIAL AND C ULTURAL F ACTORS

In the last 40 years there has been a decrease in general mortality. This has been due, in
particular, to improvements in lifestyle. The perception that each person has of their health
is one of the main indicators for monitoring health, namely population health. In general
terms, men and women registered a positive improvement in their appreciation of their state
health, indicating that there is an increase of health concerning (Union, 2007).
The whole world is turning into more healthy directions in order to prevent the nowadays
great diseases in global health that are mainly obesity and stress. In the actual crisis, people
understand and care about collecting the necessary physical and mental conditions to have a
successful personal and professional life (Lab, 2011)

In Portugal, soft-drinks like tea act essentially as partners in relaxing, refreshing or

hydration/health moments depending on the occasion. Ice tea consumption has been
increasing substantially in the latest years and this tendency can be explained by the strong
linkage with moments of pleasure and hydration that tend to happen to release stress and
prevent health problems which are the great concerns in actual society. This concern is
supported by the increase concern with health, increase concern with appearance and
concern about hydration leading to the increasing of the average fluid intake by 9,5% from
2009 (1,58L / per day) to 2010 (1,73L / per day) (Santos & Loff, 2010).

Socially Tea is less consumed, but has a higher health and pleasure level perceived when
compared, for example, with Ice Tea (Appendix II – Chart 6 and 7). Indeed, Tea has the 4th
place in terms of perceived healthiness and drinking pleasure between 19 beverages tested,
just being passed by mineral water (1st), natural fruit juice (2nd) and milk (3rd) (Appendix II
– Chart 8). To complement Tea has other really important perception from consumers,
when talking about beverages matters, that is it hydration competence (Appendix II – Chart
9). For beverage consumers tea is, after water, the one that better hydrate our body, being
followed by milk and fruit juice, being in reality the 3rd on the hydration competence
ranking (Appendix II – Table 7).

21
So this all show that Tea has a really good potential, within nowadays consuming trends,
because finding a product that is healthy and at the same time gives pleasure when
consuming is rare and valued by consumers as we can see in the perceptual map (Appendix
II – Chart 10).

Luso Tea has the potential to bring all this to consumers, not just because of product
quality, but also because of brand history, confidence and perceived trust. Luso has made
160 years of existence in 2012, being a traditional brand with well defined and recognized
values (well-being, purity, hydration, health and pleasure) that followed everyone’s life
from beginning. Luso brand has its own culture heritage as is example the “Casino”, built
in 1886, where can be observed remarkable pieces of the company’s history (also an
excellent place for conferences, concerts and exhibitions, providing playful and cultural
moments, to the general public). Other example is the Malo Clinic Luso Spa, which came
from a partnership between Malo Clinic and Luso Thermal Activities. This spa is the
joining of classical hydrotherapy with health and wellness services, including a relaxing
and invigorating tea ritual, in an atmosphere of tranquility and elegance that combined with
image and materials used, brings nature closer to customer turning it in a sensorial journey.

5.1.1.1.4. T ECHNOLOGICAL F ACTORS

Nowadays, “soft drinks market is great influenced by new technologies introductions that
can bring more profitability to production processes” (Imagens de
Marca, 2013).

Regarding this Luso has some important features:

- Luso is a company certified by NP EN ISO 9001:2000

since 1997 regarding Luso’s manufacture, which means FIGURE 1 – BRAND
that Luso have a recognized quality management CERTIFIED PRODUCT
(I.P.Q., 2012). SYMBOL (Source:
S.A.L, 2012)

22
 - Luso is the only certified water brand in whole world, getting in 2000 the license
to consider all the products (except ice cubes) as Brand Certified Products
represented by a symbol (Figure 1) placed in Luso’s labels to transmit extreme
quality demands reinforcing consumers confidence. This highlights that there is a
great investment in processes as Production, Quality Control and Food Security to
bring the best product to the market, forcing Luso to be always leading
technological innovations to improve processes effectiveness. (S.A.L, 2012)

As this project is about launching a range of tea products by Luso, being company’s core
business mineral water, is also useful to look for the level of adaptation needed to tea
production capability. After analyzing brand portfolio we can find one product (Formas
Luso – Chá Verde e Pêra) which contain tea extracts and conclude that tea was also
produced by Luso in this product having the adequate technology for tea range products
development.

5.1.1.1.5. E NVIRONMENTAL AND S OCIAL R ESPONSIBILITY F ACTORS

Nowadays more than any time, because of pollution and global marketing, most companies
have been trying to minimize their pollution, being information quality, system quality,
service quality, environmental and social concern, and knowledge influencing user
satisfaction (Nikkheslat, et al., 2012). (Nikkheslat, Zohoori, Bekheirnia, & Mehrafshar,
2012).
This becomes so important “because environment issues have become a mainstream in the
world, the environmentalism of consumers had increased in the early 1990s such that
consumers are willing to purchase products which are more environmental friendly.
Therefore, green marketing is one of the inevitable trends for companies, and its concept
has been widely accepted and applied in recent years. Nowadays, companies should exploit
popular concerns about environmental issues to position their brands to obtain new
differentiation advantages in new market”. (Chen, 2010)

23
Starting to analyze Environmental aspects and how Luso work in this area, can be observed
that Luso have made some efforts, in the last 15 years, to turn their packaging greener and
eco-friendly fitting brand philosophy and showing an increasing concern with being a
sustainable brand. The main actions are exposed in Appendix III – Environmental Factors.

Summing up, according to Luis Prata (SCC Water Business Unit Director) through all this
actions, in this last 15 years, Luso has reduced 27% in raw material use, representing less
2500 PET tons. All this contributes to less carbon emissions, less energy spent, increase of
transportation facilities and reducing costs in raw material (Imagens de Marca, 2013).

All this innovations came from brand’s will of having a positive impact in environment and
also in consumer’s life, getting both in a sustainable way contributing to company’s
strategy and business growth.

In the other side of social responsibility coin, we have people instead or environment where
Luso is also quiet active as can be seen by actions discriminated in Appendix III – Social
Responsibility Factors.

5.1.1.2. IMMEDIATE A NALYSIS

5.1.1.2.1. P ORTUGUESE ICE T EA M ARKET O VERVIEW

This concept of tea and herbal infusions is framed on the Ice Tea market where are included
competitors. Despite being different than the common Ice Teas this market will be
analyzed. The Ice Tea market is the largest segment from Refreshing Beverages market in
the Take-Home channel, with 32% of consumption weight, being the only one growing
from 2010 to 2011 by 1% and the 3rd one in Horeca channel with 19% of consumption
weight, after colas and sparkle juices, having a 3% decrease in the same period. The Ice
Tea is divided into two main segments: In-Home market served by the Take-Home channel
and the Out-Home market served by the Horeca channel. In Portugal, both segments have
the same weight, in value, however In-Home market gets 87,26% of volume weight against

24
only 12,74% of Out-Home market, situation that is quiet stable in the last years (Nielsen,
2011).

The In-Home market had 1% volume growth and maintained value from 2010 to 2011. The
commercial agents in this channel are divided into Hipers (14% Market Weight – M.W.),
Big Supers or Supers (25% M.W.), Mini Supers + Lidl or Discounts (55% M.W.) and
Traditionals (6% M.W.). Discounts are the main product flow drainers having more than
half of the importance in this channel (Nielsen, 2011). The stores denominations can be
observed in the table below.

TABLE 8 – S TORES DENOMINATIONS

Hipers Supers Discounts Traditionals
Continente Continente Modelo Dia Groceries
Jumbo Continente Bom Dia Lidl
Pão de Açúcar Intermarché
El Corte Inglês Pingo Doce
E-Leclerc
Source: Adapted from Marketest (2012) (Mar ktest, 20 12)

The Out-Home market has decreased 3% in volume and 1% in value in the same
transaction period. The commercial agents in this channel are Restaurants (14% M.W.),
Snack Bars (40% M.W.) and Coffee Houses (46% M.W.); being this last two distribution
places the more important ones in terms of relevance for the market, representing 86% of
sales power (Nielsen, 2011).

According to the information collected (questioner), the main agents are Hipers, Coffee
Hoses and Snack Bares as can be seen in Appendix IV – Chart 11 .

25
5.1.1.2.2. S ECTOR E VOLUTION AND F UTURE T RENDS

From 2007 to 2010, Ice Tea market has been growing really fast, both in volume and value,
having stabilized in 2011 as we can see in Appendix IV - Chart 12. Apparently, main
possible causes for this increase in Ice Tea consumption can be the increasing population
health concerns which leads them to look at Ice Tea as a good substitute of others
beverages that are perceived as less healthy. Also the substantial price decrease occurred in
the same period following the low cost consuming tendency, fact that is clear by having
such higher increase of volume than in value. In fact in 2007 the average Ice Tea liter cost
was 0,90€ and until 2010 it decrease 13% to an average price of 0,79€. Such substantial
market change has a reason that must be understood by analyzing In-Home and Out-Home
markets separately.

Out-Home Market

Since 2007, Out-Home market has been growing both in volume and value (Appendix III -
Chart 13), followed by a price increase (11% from 20017 to 2011) slightly higher than
inflation rate getting gradually more stabilized until 2011. This price stabilization could be
caused by innumerous factors as the reducing purchasing power from privates or Horeca
agents pressure to reduce costs of products as way of keeping competitive in low cost
tendency market caused by actual financial crisis. As can be observed in Appendix IV -
Chart 14 by analyzing the volume and value variations can be concluded that Ice Tea price
stabilized since 2009, which is consistent with the lower economic health situation and
higher financial concern by economic agents.

According to the different distribution agents in Horeca channel, Coffees and Snack Bars
are responsible for 87% of Ice Tea sales, leaving 13% of importance to Restaurants that lost
relevance to Coffees since 2010; however this equilibrium between these 3 agents is quite
stable as can be observed in Appendix IV - Chart 15.

In Out-Home market there are 3 main players, Lipton the 1st with 79% of volume, Nestea
the 2nd with 10% and Frutea the 3rd with 8%, that together share 97% of market volume and
98% of market value, with no significant changes since 2007, leaving no other alternative

26
than direct competition to the new ones entering in the market (Nielsen, 2011) & (Luso,
2012).

When competing in this market is useful to look for the new trends and paths for where
consumers are driving it, for better response speed and effectiveness to consumers needs.
Out-Home market is characterized by having the smaller packaging (compared to In-
Home), in this case is usual the 0,33L measure to metallic can, but brands are trying to
bring other useful shapes and elegant forms, to better serve customers, as 0,5L metallic
cans, 0,5L plastic bottles or even 0,25L glass bottles, always paying attention to the
environmental aspects as recycling or returnable package.

In this market are frequently developed and launched new products with new flavors, new
tea types, new formulas with no dyes and preservatives, with less added sugar and with
more health benefits. This is to increase customer options in the purchasing process with
healthier solutions wanted by nowadays society mindset.

That way, Ice Tea market brands are trying to adapt their product to customer constant
changing needs and expectations by looking for the usual consumption place and moment
features to adapt their product communication, shape and content in order to bring
something valued by customer, as perceived freshness, elegance, well-being, relax, healthy,
natural and eco-friendly, feelings which normally brings pleasure emotions attached.

In-Home

Since 2007, In-Home market was growing really strong until 2010 with an annual average
growth rate of 21%. However, the growth rate was decreasing over the years achieving the
maturity (almost 0% growth) in 2011 (Appendix IV – Chart 16). This fact can be explained
by the existing “…beverages market global tendency to change consumption habits from
out-home to in-home in the last years…” (Henriques, 2010)

The average price of 1 liter of Ice Tea decreased, in those 5 years, 16% from 0,54€ to
0,45€, however it began to stabilize around this value, fact that can be observed in
Appendix IV – Chart 17, looking for the volume and value variations. From here, could

27
conclude that Ice Tea brands were reducing prices along those 5 years trying to satisfy
customers with pricing strategies taking in count the reduced purchase power provided by
the actual financial crisis; however this is not totally true, just some of them did it.

Contrary to Out-Home market, here started to appear low cost options, called Private Label
(PL) or Distribution Brands (DB) being available in the Hipers, Supers and Discounts. In
the last decade D.B. have grown a lot, having nowadays a substantial influence in all the
markets where they have products. Indeed, it’s estimated that DB have a weight of 38,6%
of whole FMCG market (Hipersuper, 2012).

Through historic analysis, we observe that from 2007 to 2011 Own Brand (OB) and DB
have completely changed market share positions, showing how huge was the DB presence
impact in In-Home Ice Tea market. In 2007, market volume was distributed 60% for OB
and 40% for DB, nowadays is 25% for OB and 75% for DB, which represents gaining 35%
of market volume share, in 5 years, from OB (Appendix IV – Chart 18). Regarding value,
the scenario is similar, in 2007 market value was distributed 75% for OB and 25% for DB,
and nowadays is 40% for OB and 60% for DB, which means again a 35% market value
share increase in 5 years (Appendix IV – Chart 19). Summarizing DB have now (2011
data) 74% market volume share and 58% market value share, which means that is doubtless
the main competitor to be considered (for the ones competing by price), followed by 3 main
OB that share 19% of market volume and 36% of market value being Lipton the 1st with
15% of Volume, Pleno the 2nd with 3% and Nestea the 3rd with 1% (rounded values).
(Nielsen, 2011) & (Luso, 2012)

So seems that O.B. didn’t changed substantially their product price, but private labels
started to grow so much that influenced the average price of ice tea as they are low cost
products having an average cost of 0,35€ p/L facing an OB average cost of 0,73€ p/L, more
than the double or more than 100% more expensive, fact that somehow explain the huge
boost of DB Ice Tea consumption (Nielsen, 2011).

Finally according to distribution agents in Take Home channel (Appendix IV – Chart 20),
Discounts are clearly the market leaders having more than half of the market share, 55% in

28
2011. In 2nd we have Supers with 25%, in 3rd Hipers with 14% and last Traditionals with
6%. In this places the product is sold into larger packaging than in Horeca channel, being
the 1,5L plastic bottle (individually or in packs of 4/6 bottles) the most common one.

The In-Home market shares all the tendencies of Out-Home market and some others in
addiction, being easier to bring new solutions when talking about consumers home where
they have resources that aren’t available out home.

This brings us to multiple product innovations created to satisfy the mass consumers and
also niche ones as is example the creation of a heatable Ice Tea that can be drunk hot or
cold as the consumer wishes. There are always some formulas changed as an Ice Tea with
no theine to the ones that drink Ice Tea when dinner to not stay with insomnias, new flavors
with different health benefits or special and limited editions seasonally with new and
unique flavor. There is also space for revolutionary product innovations as cold water Ice
Tea infusions (adapting the Hot Tea making traditional method to make Ice Tea) or even
Ice Tea in capsules (using the modern known coffee capsules and coffee machines, making
Ice Tea instead of coffee).

5.1.1.2.3. W ATER C ONSUMER V S . T EA C ONSUMER

Luso target consumers based on lifestyle creating new products according to different
consumption moments. The actual Luso’s bottled water consumer is anyone that is
concerned about having a healthier lifestyle considering hydration part of the plan, being
families mainly the communication target of the brand (Santos, 2012). (Santos F. , 2012)
According to this fact, we can consider that the target consumer’s profile of Luso Tea fit
perfectly the actual consumer’s one, leading to analyze population segments penetration,
life cycle and product affinity differences between bottled water and tea. Was already seen
in 5.1.1.1.3. Social and Cultural Factors, that tea has a lot of better perception of
healthiness, pleasure and hydration capacity than ice tea among consumers, so authors
consider that this new product, Luso Tea, will have perceived values resulting from a
perception mix between ice tea and tea as it have common features of both. Luso Tea will

29
be perceived as a healthy product at all levels as tea with a slope of great freshness and
enjoyment as ice tea.

By analyzing tea and ice tea penetration (% of consumer’s segment weight in the market –
segment relevance) (Appendix V – Chart 21 and 22) compared with bottled water among
Portuguese population segments can be observed that regarding tea the major part of
consumers are younger and older segments (extremes) tending to increase with the age
factor, being real close to bottled water penetration and tendency. Regarding ice tea the
main consumers are the younger segments and penetration tend to decrease with age unlike
bottled water.

In life cycle analysis (% each segment that consumes the product – segment acceptance)
(Appendix V – Chart 23 and 24) was collected some other important information as ice tea
consumption has around 65% of acceptance level, being higher in younger generations and
tending to decrease with age unlike tea consumption that has levels around 75% of
acceptance tending to increase with age being much near to the homogenous bottled water
acceptance level around 87%.

The last factor in this analysis will be the affinity (propensity to like or connection level of
each segment with the product) (Appendix V – Chart 25 and 26) that, regarding ice tea, is
much more higher in younger segments tending to decrease significantly with the age
advancing unlike tea that is, again, much more near to the homogenous tendency of bottle
water having a quiet stable affinity from all segments with gentle tendency to increase with
age.

After this analysis the main conclusions are:

 Young generations are the main ice tea consumers having a great affinity with the
product, being also great tea consumers while having an average negative affinity
with the product which can be explained by tea perceived health benefits fit with
great health concerns of this generation as we’ll see later on.
 Older generations are much more likely to consume tea instead of ice tea as it has a
more traditional culture and health benefits associated.

30
  Tea shows a similar consumption behavior with bottled water as opposed to ice tea,
fact that can be explained by common perceived values of healthiness and
hydration.

All this evidence indicates that there is a great fit between actual Luso’s consumers lifestyle
and seek values and Luso Tea positioning and concept values.

5.1.2. COMPETITION ANALYSIS - ICE TEA MARKET

5.1.2.1. IN -H OME

In the In-Home market the main players are D.B., Lipton and Pleno. We will only consider
Pleno as our main competitor, despite the relative reduced market share (3%), because of
the concept similarities to the product launching proposal by Luso. In this market the
tendency is D.B. winning value and volume from O.B. direct competitors as Lipton and
Nestea, although this D.B. growing process is stabilizing. In the other hand Pleno has been
growing and winning market share (M.S.) since brand entered in the market, in 2005, due
to their tisanes concept differentiation, overcoming other well known players as Nestea and
Frutea.

5.1.2.1.1. Pleno Positioning

Pleno is a Product Brand owned by Lactogal, a Portuguese agrifood company specialized

in dairy products with the objective of making people feel well in their life with the right
products for a balanced diet.

Pleno differentiate from others by concept positioning

offering a different product from the existing ones with
different values. Pleno is a soft-drink brand with
recognized values of well-being, balance, innovation and
with credible nutrition features by the usage of naturally FIGURE 2 – P LENO BRAND
healthy ingredients. This is confirmed by their mission of LOGO (Source: Lactogal, 2005)

31
providing benefits which fit balance and well-being needs so that is possible to have life
turned into a physical and mental plenty experience. This brand was born from a fusion of
2 different universes, water and tea, resulting in their pioneer product Pleno Tisanas. In
2008 they joined 2 other different universes, fruit juice and herbal, creating Pleno Suyo
(Lactogal, 2005).

5.1.2.1.2. Pleno Portfolio and Competitive Advantages

According to Lactogal (2005), the brand is characterized by constant innovation in

multiple dimensions as new fruit/herbal combinations, new ingredients, new flavors and
textures and new low calorie formulas.

Currently Pleno have 2 product lines, Pleno Tisanas and Pleno Suyo, each of them offering
a different well-being proposal adapted to different needs caused by different physical and
emotional dispositions, and different moments.

Pleno Tisanas – To drink throughout the day as water. These are natural infusions, which
combine the spring water purity with tea and herbal health benefits. A soft and natural
drink with low calories (due to having just natural fruit sugar) that turn the hydration need
into refreshing pleasure moments. There are 5 varieties:

- Earl Grey Black Tea and Lemon (with only 1 calorie per 100ml)
- Lemon balm, linden, chamomile and lemon (with only 1 calorie per 100ml)
- Green Tea and Lemon (with 24 calories per 100ml)
- Lucy-Lima, Orange Blossom and Lemon (with 9 calories per 100ml)
- Rooibos Red Tea and Lemon (with only 1 calorie per 100ml)

According to author’s point of sale research, the average selling price in the Take-Home
channel is 2,5€/L for the 0,33L bottle and 0,92€ for the 1,5L bottle

32
Pleno Suyo – To drink with meals. These are combination between fruit juice, herbals and
spring water. A well-being drink, light, fluid and calorie balanced (average of 30 calories
by 100ml of Pleno Suyo - around 30), only having natural fruit sugar. There are 4 varieties:

- Green Apples, Gingko Biloba and Lemon

- Pineapple, Lemon and Yerba-Mate
- Pomegranate and Red Berries
- Tangerine and Lemon

According to author’s point of sale research, the average selling price in the Take-Home
channel is 2€/L for both 1,5L and 0,33L bottle.

In Ice Tea market, where categories are quiet typified, come the tisanes concept opening a
new category. Although its features are different from the other proposals in the market, so
it easily started do grow achieving the 2nd place (only O.B.) and continuing grow,
increasingly approaching the leader Lipton, fact that can be observed by data collected from
questionnaire in Appendix VI – Chart 27. This success was achieved due to Pleno’s
competitive advantages valued by nowadays consumers. Those can be summed in two main
touch-points:

- Pioneer in launching this product concept, creating a new segment to the market
(Tisanes), actually trying to be top of mind without competition.
- Differential positioning appealing to physical and mental well-being highlighting
emergent values as health, purity, freshness, low calorie and natural composition.

5.1.2.2. O UT -H OME

In Out-Home market the main players are Lipton, Nestea and Frutea. The author will
consider Lipton as main competitor in this market because is the indisputable leader with
79% M.S., against only 10% and 8% from Nestea and Frutea respectively. Pleno is next
with 2% M.S. and faced a product flow problem as “there is a difficulty or shyness of

33
people asking for tisanes in Horeca channel” (Veiga, 2007). According to M.S. rate this
problem possible still a growth barrier for Pleno.

As Luso is leader, with 22% M.S. in Horeca channel due to mineral water (Luso, 2012), the
author assume that, when compared with Pleno, Luso has a higher experience in this
channel, so will probably have a better brand acceptance from consumer when facing Luso
Tea, being easier to overcome this obstacle and compete equally with the main players.
Evidence of this experience is the great percentage of consumers that by the product in
Horeca agents (Appendix IV – Chart 11).

As was already analyzed Pleno by considering the main In-Home market competitor and
having Lipton 79% of M.S. in Out-Home market being a brand that have also some
similarities in positioning with Luso Tea concept, the author considers that is more useful
to analyze Lipton as main competitor in this market to understand how this new concept
can attract Lipton consumers.

5.1.2.2.1. Lipton Positioning

Lipton is the leading brand of ice and hot tea in the world, being distributed in more than
110 countries. Lipton belongs to the multinational company Unilever, one of the world’s
largest FMCG companies (Unilever, 2013).

Lipton Ice Tea is a tea-based soft drink with fruit

juice that refreshes, relaxes, invigorates and
restores energy, providing physical and mental
freshness (Sumol+Compal, 2010). All positioning
and communication is around the brand essence
that is “Natural Vitality”, having a colored image,
painting world with yellow, projecting brand FIGURE 3 – LIPTON ICE TEA BRAND
values: brightness, vitality and enjoyment with LOGO (Source: Unilever, 2013)
complete naturalness (Unilever, 2013).

34
5.1.2.2.2. Lipton Portfolio and Competitive Advantages

Lipton was the first brand that associated all the benefits of tea, in its natural state, to the
needs and tastes of consumers by launching Lipton Ice Tea in 1972. In Portugal the brand
appeared in 1988 with the launch of lemon flavor. In the 90s the brand had a huge
development with the successful launch of flavors and packaging that delight many
consumers today as can be observed in Appendix VI – Chart 27. Lipton Ice Tea is available
mainly in three flavors - Lemon, Mango and Peach (with 30 calories per 100ml), Light
version also exists for consumers concerned about low calories. Is available in packs of
individual consumption (0.25l and 0.33L), of household consumption (1L and 1.5L) and
exclusive Out-Home consumption where is sold by glass (Sumol+Compal, 2010). The
average selling price in the Take-Home channel is 1€/L for the 1,5L bottle and 2€/L for the
0,33L metallic can.

Lipton Ice Tea is the global leader in Portuguese market (only considering O.B.), with 15%
in In-Home (I.H.) and 79% in Out-Home (O.H.) market (Luso, 2012). Brand’s
culture/history and antiquity bring some competitive advantages owned exclusively by
Lipton in Portuguese market as:

- Great brand awareness, of 76,5% being 96,9% within the younger target aged
from 18 to 24 (Marketest, 2003). Despite data being from 10 years ago (available
information) the author believes, as it has being a quite stable market according to
new brands appearing, that this information is still quiet significant for nowadays
analysis.
- Great investment power to make research and marketing actions, has it belongs to
a multinational company, Unilever.
- Strong brand Image, Culture and Values, due to the 25 years or immense Lipton
brand activity in Portuguese market.

35
5.2. INTERNAL ANALYSIS

SAL is a subsidiary of SCC, being SAL’s only distributor, acquired by Heineken in 2009.

5.2.1. HEINEKEN GROUP

Heineken was founded in 1864 by Gerard Adriaan Heineken that bought a small
brewery in Amsterdam when industry was in serious decline. Heineken has turned
international in 1928 being now commercialized in the 5 continents.
In 2010, Heineken announced a new, 10 year Sustainability agenda and goals. The
company’s new approach to sustainability is characterized by having an integrated “green”
vision for all its operations. It has defined clear targets and adopted innovative ways to look
at its business processes. Heineken, want to have something to say in the creation of a
better future. In the Portuguese Market, Heineken is present trough the company Sociedade
Central de Cervejas, which was acquired by the Heineken Group in 29thApril, 2009.

Heineken is committed to grow and stay independent, and also continue being the
most valuable international premium beer brand. “Our aim is to be a leading brewer in each
of the markets in which we operate and to have the world’s most valuable brand portfolio.”
(Heineken, 2012). To reach the levels of growth expected and to optimize the financial
results with a minimal impact in the business environment, Heineken really focus on their
core values:
Respect – for individuals, society and towards the environment
Enjoyment – giving social pleasurable experiences
Passion for Quality – making great product investing on great employees.
Particularly in Portugal, Heineken Brand Portfolio distributed by SCC is composed
by Sagres, Luso, Heineken, among others, which receive Heineken’s corporative
sustainability directives as we can see in Appendix VI - Figure 4.

5.2.2. SCC AND SAL

SAL celebrated in 2012, 160 years of existence full of innovative and striking facts
to the company, for its region and country.

36
 Headquartered in Luso, SAL’s core business is the exploration and bottling of
spring water for human consumption and also gives attention to the exploration of Thermal
activities through the Thermal Baths of Luso.

S.A.L’s products are distributed only by S.C.C. that changed its corporate name in
2004 to the actual one - Sociedade Central de Cervejas e Bebidas SA, a name that better
reflects the scope of its activity that in addition to beer includes other drinks like water and
soft drinks. Since 2008, S.A.L. together with S.C.C, are part of Heineken’s Group.

In recent years, SAL has accompanied the human and technological development,
becoming increasingly competitive, having as main objective the satisfaction of its
customers and the constant concern with the training and development of its human
resources necessary for the maintenance and future progress of the Company. (S.A.L, 2012)

5.2.2.1. SCC AND SAL V ISION AND C ORPORATE S TRATEGY

SCC and SAL have common values as a global structure. The values defended can be
resumed as: teamwork spirit, speed and sense of urgency, commitment to the objectives,
innovation, and entrepreneurship. According to SCC and SAL, their vision can be
summarized as: “Together, we make the brands that people love to drink”, following
Heineken’s spirit to quality and enjoyment (S.A.L, 2012).

Through strong leadership and the creation of a winning team, SCC / SAL defined as the
main strategic objectives the focus on the brand, in the consumer and client, a winning
culture, operational efficiency and innovation, all this benefiting from the integration into a
large international group helping SCC and SAL “to be recognized as the best beverage
company in Portugal, with sustained growth and always generating the best return on
invested capital” (S.A.L, 2012).

37
5.2.3. LUSO BRAND

Luso brand, despite of being a Portuguese traditional

brand with an unrivaled cultural and historic heritage, is
also a dynamic brand as "Luso is the reference of
bottled water in Portugal and, as such, has a
responsibility to modernize and adapt to the changing
consumer needs”, said Aberto da Ponte (ex-CEO) in
Briefing (2011). According to this mindset Luso has FIGURE 5 – LUSO BRAND LOGO
(Source: S.A.L, 2012)
been changing along the last 160 years regarding brand
image and the way Luso approaches consumer trough brand positioning. The most recent
change occurred in 2011 into to the actual brand image and positioning that can be seen in
Figure 6 with the signature of “Gerações Saudáveis” which means “Healthy Generations”
replacing the old one “Água Natural Mineral” (“Mineral Natural Water”). According to
Aberto da Ponte (Ex-CEO) "Luso has always bet on innovation. With this new positioning
will be an opportunity to invest in the brand and in innovative products that meet the needs
of today's consumers". That will of being constantly innovating to satisfy consumers needs,
was affirmed in 2011 with the new positioning, but has been put into practice long before
as can be observed by analyzing brand’s innovation portfolio (Appendix VII – Table 9).
With this new product, Luso Tea, is intend to keep brand’s innovations pace to continue to
be the market leader, being pioneers in satisfying consumer actual needs.

5.2.3.1. P OSITIONING

This new positioning trough the “Healthy Generations“ signature, adopted in 2011, is based
on the Portuguese family’s healthy habits promotion helping them in their daily life
reinforcing brand’s Heritage, Origin and Tradition. Regarding tom of voice, Alberto da
Ponte (Ex-CEO) said that “The tone and language used are very close to the consumer and
reinforce the importance of habits transmission from generation to generation" (Briefing,
2011).

38
Luso brand is also defined by emergent values as hydration / health, quality, purity,
lightness and freshness.

5.2.3.2. B RAND P ORTFOLIO A NALYSIS & B USINESS S UCCESS

According to S.A.L (2012) and S.C.C. (2012) Luso portfolio is composed by the 6
following brands subdivided by the author into 4 categories: smooth, gasified, functional
and emotional (regarding pleasure in consumption moment).

Smooth

Luso Natural Mineral Water:

Is the brand’s core product, it’s a water rich in silica and precious trace elements.

Available, since 1894, in the following formats:

- Glass Bottles: 1L / 0,5L / 0,25L

- PET Bottles: 0,25L / 0,33L / 0,50L / 0,75L / 1L / 1,5L / 3L / 5L/5,4L

According to 2011 data, this product is market leader with 22% M.S. in the Out-Home
Market, followed by Vitalis (11%) and Fastio (10%). Luso is also leader (between O.B.) in
In-Home market with 10% M.S followed by Penacova (5%) and Vitalis (4%) (Luso, 2012).

This is the preferred water of Portuguese consumers having won several awards regarding
product quality and brand trust.

Gasified

Luso Fresh & Luso Fresh Sabores (with Flavor)

Is a 'slightly sparkling water', combining the revitalizing power of gas to Luso’s water
hydration power.

39
Available, since 2005, in the 0,25 L PET bottle format with 5 varieties: Lemon, Guava-
Lime, Orange & Raspberry, Peach & Pineapple and also Normal (without flavor).

Despite not having great relevance to the Luso’s business success this product won some
awards regarding product quality, freshness and taste.

Functional

Formas Luso

Is a drink consisting of 98.6% Luso’s Natural Mineral Water and 10g/Lt of saciaris fibers,
with scientifically proven efficacy in appetite reducing. The lack of appetite control is one
of the main reasons for not getting a proper weight and healthy eating habits, so drinking
1Lt of Formas Luso everyday may help, along with a varied diet and a healthy lifestyle.

Available, since 2006, in the 0,33 Lt and 0,5 Lt PET bottle format with 4 varieties: Lemon,
Green Apple & Raspberry, Pear & Green Tea and Natural (no flavor).

This product won some important awards regarding quality, innovation and promotion.

Ritmo Luso

Regulates intestinal normal activity through an unique combination of Água de Luso

(97.2%) and Fiber-Regulax II, a compound of natural fibers specially developed by SAL’s
R&D team.

Available, since 2008, in 0,5 Lt PET bottle format with 3 varieties: Lemon, Kiwi and
Cereals.

This product was also recognized with some important awards related with functionality,
innovation, flavor and distribution.

This 2 functional products have been quiet relevant to Luso’s business success being “the
great opportunity to add value to the water business” (Magalhães, 2010).

40
According to 2011 data, these 2 products dominate the functional waters market with 67%
of common M.S. In the In-Home market the top 3 sold products are Formas Luso with 54%
of M.S, Ritmo Luso with 22% and Vitalis Elegante with 16%. In the Out-home this
dominance is even greater with Formas Luso getting 75% of M.S., Ritmo Luso with 12%
and Vitalis Elegante with 5% (Luso, 2012).

Emotional

Luso Fruta

Is a refreshing drink that combines Luso’s water with natural fruit juice. With no artificial
colors or preservatives and only with natural fruit sugar, this drink is a healthy alternative
for the whole family. According to Luis Prata, Water and Sodas Business Unit Director
"This innovation is intended to promote the adoption of healthier lifestyles through a
refreshing drink for the whole family. Luso Fruta combines naturalness and simplicity with
a refreshing and unique flavor ". Luso Fruta can be consumed regularly throughout the day,
but was specially made to be consumed as meals complement, being a healthy alternative to
other beverages usually consumed by families.

Available, since 2011, in 0,33 Lt to Out-Home market and 0,5 Lt and 1 Lt to In-Home
market, PET bottle format with 5 varieties: Apple, Lemon, Passion Fruit, Red Berries and
Orange.

According to the SCC this product was a success selling 1.600 Lt since the launching,
representing more than the double of the initial brand objectives (S.C.C., 2012). Luso Fruta
competes directly with Vitalis Sabores and if we look for 2011 data there’s no difference
between both products sales, however in the 1st semester of 2012 Luso Fruta sales were
more than the double of competitor’s product (Luso, 2012). This is possibly the return and
a positive feedback of the 1,5 million Euros invested in products communication (Marques,
2011). (Marques R. O., 2011).

Regarding product recognition Luso Fruta still only won only 1, but important award, by
being voted Product of the year 2012 by Portuguese consumers.

41
5.3. A NEW POTENTIAL COMPETITOR

Regarding Luso brand expansion to ice tea market, it was previously analyzed the current
market main competitors, but is also necessary to analyze the chances of other water brand
to follow Luso into the ice tea market by launching a similar product. Taking this new
factor into account it will be define the competition analyzing the new one considered.

As direct competitors it will be considered, as previously discussed, the brands that sell a
similar product concept into the ice tea market. According to this, the author defined the
direct competition as being only composed by two brands: Pleno, being the main one due to
the product concept stronger similarities with Luso Tea (with Pleno Tisanas product line)
and acting as a secondary, but also important, Lipton Ice Tea with also a soft healthy
concept associated. Regarding to, what author classified as, Emotional drinks, Pleno will be
Luso’s main competitor being Luso Fruta competing directly with Pleno Suyo and Luso
Tea with Pleno Tisanas.

Analyzing Luso’s brand market leader position can be concluded that Luso has a strong
rivalry long ago, regarding product innovation and positioning, with Vitalis that represents
de 2nd market player being Luso’s main competitor in the water market.

As was concluded in Literature Review, a brand has always to have a similar alternative to
the competitors’ products, otherwise the brand will transmit an absence of an equivalent
product that would create a increase likelihood of adopting products from the rival brands.
This leads consumers to start to consider adopting new products from competing brands
(Thompson & Sinha, 2008). According to this factor and both brands rivalry, the author
considers quite likely that Vitalis will try to launch a similar product to the market
leveraging their own brand values.

This leads the need of analysing Vitalis brand as was made with Pleno and Lipton, to better
understand how this possible competitor can become when entering in the ice tea market
with a new proposal competing with Luso Tea.

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6.3.1.1.1.1 Vitalis Positioning

Vitalis is a water brand that has been trying

to follow the trends and lifestyles of its
consumers. The brand is recognized for its
positive image, young, energetic and
vibrant, full of vitality and sophistication,

ensuring a reliable hydration and a healthy FIGURE 6 – VITALIS BRAND LOGO

(Source: Vitalis, 2012)
lifestyle. Vitalis communication core values are
vitality and passion for life, promoting the well-being and pleasure with the signature
“Beba Vitalis olhe por si”. Their goal is to be always the first choice for people with an
active lifestyle and healthy. Is a lightweight, pure and natural water, Vitalis is characterized
by being a soft water (salt restriction), which gives an extraordinary lightness and a unique
flavour (Vitalis, 2012).

Since the beginning, in 1985, Vitalis has always been concerned about the environment,
trying to avoid as much as possible damage to the environment (reducing the amount of
plastic used in the production of bottles and caps, labels made with recycled paper and
environmentally friendly inks), making responsible use of natural resources and investing
in recycling (prompting and encouraging for this issue, Vitalis is also associated with
Sociedade Ponto Verde). Vitalis puts itself at the forefront of packaging innovation
launching, in 2010, the lightest plastic bottles into domestic market while ensuring the
resistance of the package and the maintenance of quality characteristics and purity of water
(Vitalis, 2012).

6.3.1.1.1.2 Vitalis Portfolio and Competitive Advantages

According to Vtalis (2012) and Unicer (2012), Vitalis offers to customers several options
and a full range of packages that allow them to be present in all channels with formats that

43
best fit each consumption occasion. Vitalis has actually 3 main brands: Vitalis (mineral
water), Vitalis Sabores (flavored range) and Vitalis Elegante (functional).

Regarding mineral water, is available in the following formats:

- Glass Bottles: 1L / 0,5L / 0,25L

- PET Bottles: 0,33L / 0,50L / 0,75L / 1,5L / 5L

Vitalis Sabores combines the purity of the natural mineral water with refreshing natural
flavors and without added sugar. A low calorie drink that can be consumed throughout the
day without limitation. This product is available in 0,5Lt PET bottles with two flavors:
Lemon with Magnesium and Apple with White Tea, seeking to combine fruit flavor to all
the benefits of a natural mineral water.

Vitalis Elegant with L-carnitine and fiber contributes to the reduction of the waist, when
combined with physical exercise and proper nutrition. A low calories water, which
combines the purity of the natural mineral water Vitalis (97%) with fruit flavor and L-
carnitine and soluble fiber benefits. Vitalis Elegant is available 0,5Lt PET bottles with two
flavors: Pineapple and Lemon.

As was seen before, Vitalis is the 2nd biggest player in water market, being the main
competitor of Luso. Trough Vitalis portfolio analysis is evident that despite being less
varied, is quiet similar to Luso’s one. This way the only competitive advantage found, by
the author, is that if Vitalis decides to enter in the ice tea market with a similar product to
Luso Tea, since is not the 1st water brand to launch a tea product, don’t have to invest so
much in communication to ensure consumers concept adaptation, and also the risk taken is
less than the 1st one doing it.

44
5.4. COMPETITIVE ANALYSIS

5.4.1. SWOT ANALYSIS

After analyzing all the main competitors, it will be made a SWOT analysis to better
understand how will be Luso’s competitive position in the new market by identifying
Luso’s internal strengths / weaknesses and external opportunities / treats. It will be also
proposed actions, trough Systemic SWOT analysis, to enlarge the benefits of Luso‘s
strengths and prevent the damages originated in weaknesses.

TABLE 10 - SWOT ANALYSIS

Strengths Weaknesses

1. Brand Equity and Brand Awareness 1. None or few expertise and

2. Quality and trust brand background in making Tea process
3. Parent brand positioning fit with the and culture
extension product
4. Brand conviction, experience
(culture and history)
5. Diversified portfolio serving several
consumer needs
6. Market leader
7. Financial health to marketing support
8. The only certified water brand
9. Strong emerging brand values
“Healthy Generations”
10. Strong presence in Out-Home
market

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Opportunities Treats

1. Consumer perception of Tea as 1. Competitors strong image and

healthy and a great hydration option positioning within consumers
2. Increasing health and hydration 2. In-Home consumption tendency,
concerns leading to healthy lifestyles where D.B. dominate
adoption and consumption behavior 3. Being the 2nd brand with a similar
3. Ice Tea market is the largest segment concept (1st – Pleno)
from Refreshing Beverages market in 4. Brand flexibility to extend
the Take-Home channel and the 3rd 5. Economic crisis leading to VAT
one in Horeca channel. increase, decrease of purchasing
4. Environment and social responsible power, decrease of private
acts are valued by nowadays consumption and increase of
consumers consumers price sensibility
5. Perceived parent brand positioning fit 6. Political perceived instability
with the extension product
6. Pioneer water brand in launching this
product concept
7. Tea is seen as a high hydration and
pleasure drink regarding consumption
moment
8. Main competitor (Pleno) is having
some penetration barriers in Out-
Home market.
9. Flavor, freshness, healthiness,
hydration capability, product safety
and nutritional value are the main seek
features when consumers chose a
beverage.

Source: The Author

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Systemic SWOT analysis

1. Strengths + Opportunities = Challenges

(1:S + 3:O, 6:O) – Luso by being the pioneer water brand in launching this product
concept will probably increase its brand awareness among consumers and consequently
brand equity trough enlarging the brand’s portfolio with a product adapted for
consumer actual needs.

(2:S, 8:S + 9:O, 7:O) - Tea is seen as a high healthiness, hydration and pleasure drink
regarding consumption moment where the flavor is the most important factor in
consumer decision making process, followed by other relevant seek values as freshness,
healthiness, hydration capability, product safety and nutritional value as it will be found
out in 6.1.2.Segmentation, Target and Positioning. Luso by being a recognized and
certified quality brand which has great confidence and trust from consumers (see
Appendix VIII – Chart 28 and 29), capable of bringing, in addition to a quality product
with all seek features, a mental and emotional sensation of trust in product’s quality
seducing and making them really believe in it, helping product communication
effectiveness. This is explained due to the strong emotional link with brand from
respondents (see Appendix VIII – Chart 30 and 31).

(3:S + 5:O) – Luso Tea is a new product line made with coherence with parent-brand
(Luso) values, fitting what is actual brand positioning and image (Appendix VIII –
Chart 32). Making a coherent product is the 1st step to have a high perceived fit, from
consumers, between parent-brand and the extension product, especially in a low
flexibility brand, fact that is evident by the strong perceived Luso brand associations
with the core product, mineral water (Appendix VIII – Chart 33).

(4:S, 6:S, 10:S + 3:O, 8:O) – With the entrance in the ice tea market, Luso can benefit
from brand conviction, culture and experience (especially in distribution channels used)
to easily penetrate in the market trying to take advantage from being one of the largest
segments in refreshing beverages, especially in Out-Home where is market leader, so 1st

47
consumer option in water, and where the main competitors in having some entry
barriers due to consumption habits.

(5:S + 1:O, 2:O, 6:O) – As consumer is getting more concerned about health and
hydration, adopting healthier lifestyles (conclusions in 6.1.1.The Healthy Minded
Consumer) there is a need from companies to fulfil this market opportunity giving to
consumers healthier product options. This is what Luso will do by enlarging the brand
product portfolio with a new tea healthy beverage, which is seen by consumers as a
great product option regarding hydration and healthiness.

(7:S, 9:S, 10:S + 1:O, 5:O, 8:O, 9:O) – Having financial resources to marketing support
is quiet useful, especially in FMCG market as we seen before. With this advantage Luso
can leverage, trough communication, Luso Tea impact in ice tea market by increasing
several critical factors in consumer’s mind. This can help to increase the perceived fit
between parent-brand and new product positioning, can turn more consistent the idea
that tea is a really healthy product and a great hydration option, the perfect one for
refreshing yourself during the day (giving stimuli specially to Out-Home consumption),
all this reinforcing products emergent physical and emotional features seek by
nowadays consumer that are already represented by the actual Luso brand with the
signature of “Healthy Generations”.

2. Strengths + Treats = Alerts

(1:S, 2:S + 1:T) – Luso Tea will face strong market players with well-defined and
implemented image and positioning in consumers mind. To prevent eventual damage
caused by those facts, Luso Tea will benefit from Luso brand equity, awareness,
perceived quality and trust as it is an umbrella brand.

(3:S + 4T) – Despite Luso Brand has a low perceived flexibility by its consumers, this
extension proposal reaches some requisites for product success as parent-brand has a
high perceived fit with extension product turning the brand flexibility feature harmless

48
as this is considered a similar product concept compared with the actual brand portfolio
(Appendix VIII – Chart 34 and 35).

(4:S, 6:S + 2:T) – As was seen, there is a tendency to In-Home consumption instead of
Out-Home in the recent years, so people try to find products that satisfy their needs
adapted to their home consumption moments obligating brands to adapt product
features to turn this into practical pleasure moments either out or in-home. Other trend
verified is the mass growing weight of D.B. in FMCG business, particularly in ice tea
market, due to consumers’ increased price sensibility caused by actual economic
conjuncture. Regarding this two tendencies is being more difficult, to companies, to
find out consumption behaviours in Out-Home market to offer at the same time an
useful and competitive product, forcing companies to enlarge their portfolios to serve as
many needs as they can and at the same time to diversify their portfolio product risk
levering brand equity, keeping competitive.

(5:S, 9:S + 5:T, 6:T) – To avoid the mayor negative impacts of actual economic crisis
and perceived political instability companies have to sell emotions complementing the
product. Those emotions sold have to fit perfectly the diverse consumer needs, being
necessary to have a large enough portfolio to cover them. Also they have to follow
consumer’s actual consumption behaviour patterns that regarding food are healthier
behaviours together with several other emerging values already exposed which are
represented by Luso positioning.

(7:S + 3:T) – By having financial health to marketing support, Luso has a chance to
recover communication time which may attenuate the fact that is the 2nd brand with a
similar concept in consumers mind.

3. Weaknesses + Opportunities = Constraints

(1:W + 5:O) – Despite Luso brand has consumers recognized trust and quality, we find
out Luso have few or none expertise and background about tea making process leading

49
 to a fast learn until Luso Tea product launch. This should go unnoticed by consumers
because they trust brand and give a high level fit between Luso brand and Luso Tea
positioning values.

4. Weaknesses + Treats = Dangers

(1:W + 1:T, 3:T) – The 1st brand to launch a similar product concept was Pleno creating
a new market segment, Tea & Tisanes. Luso will be the 2nd brand launching a similar
product concept into ice tea market where Pleno has already a strong and well accepted
brand image and positioning within consumers, being this a danger counting on the few
or none expertise and background in making Tea process and culture.

5.4.2 CRITICAL SUCCESS FACTORS (CSF)

After state of the art and market research and analysis will be easier to understand which
are the critical factors to an extension product succeed in the ice tea market. In author’s
critical opinion these are the main CSF for which should be focused special attention:

 Fit between parent-brand and extension product – Extension product has to follow
parent-brand (Luso) values and positioning being perceived as a coherent product
by consumers. According to results from the questionnaire conducted, 97,8% of the
respondents graded this fit level positively (Appendix VIII – Chart 32), just after a
brief product concept explanation (Appendix VIII – Brief Concept Explanation),
therefore the author conclude that this objective was highly achieved.

 Parent-brand quality and trust – Regarding quality respondents graded the perceived
quality of Luso core product (mineral water) with 4,3 (scale: 1 – 5) representing a
really good evaluation such as regarding perceived brand trust that obtained 4,1 in
the same scale. This evidences show us that this critical factor is also controlled.

50
 Marketing support – This factor is related to marketing effort made by Luso in
planning and communicating their products. Marketing support is crucial, especially
in FMCG, to make product closer and visible to the consumer. The author tried to
understand the consumer’s perception about product communication of the last
Luso’s extension product (Luso Fruta). According to results from the questionnaire
conducted the respondents that are familiar with the product (only 39%) graded the
following indicators: (scale: 1 – 5)
- Visibility of Luso Fruta communication actions with 3, expressing the
opportunity to be much more present and active (Appendix VIII – Chart 36).
- Communication efficiency (last extension) regarding message and information
with 3,1 showing that communication message could be more clear and relevant
(Appendix VIII – Chart 37). This can be also conclude as Luso Fruta message of
being directed to meals consumption moments is miss understanding (Appendix
VIII – Chart 38)
- Product availability in Horeca and Take-home with 3,1 having the mayor part of
respondents answered “Indifferent” to this question indicating, in the author’s
opinion, a possible lack of in-store visibility (Appendix VIII – Chart 39).

This evidences show us that this critical factor has to be improved, from now on,
regarding this new product launch.

 Product Convenience: The product has to be convenient in terms of utility and

consumption moment. Pleno is the most similar product in the market regarding
product concept and convenience. To quantify this factor the author suggests
analyzing the percentage of actual ice tea consumers of Pleno that if Luso launched
Luso Tea will surely try it. The questionnaire results show us that 80% of
respondents that have ice tea consumption habits and consume Pleno would surly
try Luso Tea. 100% of the ones that only consume Pleno will surely try Luso Tea.

51
There some other CSF considered as secondary, but also relevant, which analysis can be
observed in Appendix VII – Critical Success Factors/ Complementary CSF.

5.5. GENERAL CONCLUSIONS

It was analyzed the ice tea market where Luso will enter with the new product Luso Tea.
Was made an internal analysis by studding brand portfolio and culture. Was also made an
external analysis where was evaluated the In-Home and Out-Home markets and the Luso
business environment. The water and tea consumption tendencies were analyzed. Was
made a competitive framework investigating internal strengths and weaknesses; and
external opportunities and threats. Finally was bullet pointed the critical success factors to
this product success launch.

In both IH and OH markets future Luso’s competitiveness was analyzed. In IH market the
leaders are DB and the market has been growing a lot having achieved maturity. In OH
market, Lipton is the immaculate leader where Pleno is having some penetration barriers
which were considered a great opportunity to Luso Tea due to the brand market experience
despite of the fact that this market is shrinking softly. The main Luso Tea competitors were
considered Pleno and Lipton due to their similar product concept once product will not be
competing by price with DB. Vitalis was also considered as a probable future competitor
due to brands rivalry and similar innovation portfolio and pace.

According to opportunities, the main touch point is related with the great fit between the
parent-brand, the extension product and consumers emergent health concerns. As the world
is getting healthier this trend of healthy FMCG products consumption will tend to increase
for long time.
Luso is water market leader, with 160 years of existence, having great market experience
regarding refreshing beverages, strongly linked with all population since childhood and
having a special connection with health concerned families. Luso is associated with health,
hydration, freshness and quality products, being always innovating to bring new value
added solutions to its consumers.
52
The launch of Luso Tea seems to follow perfectly Luso’s values and guidelines to bring a
new consumer solution, responding to a recognized need of a healthy and with great
hydration power beverage to consume during all day. The author believes that Luso should
take this opportunity, despite the large and emergent target consumers group, since it’s a
good chance to leverage brand awareness and equity.

53
6. Implementation

6.1. CONSUMER IDENTIFICATION

6.1.1. THE HEALTHY M INDED CONSUMER

There are still a lack of recent studies about healthy consumption behavior trends in
Portugal, that’s why this section will be based in opinion articles and reports.

Before launching a product directed to the healthy minded consumer it should be analyzed
whom this type of consumer is and which are their main behavioral features. Healthy
minded consumer is characterized by:

 Belonging mainly to the younger generations - “…the younger target is tended

to be more concerned with well-being and seek healthier alternatives regarding
beverages” (Roçadas, 2012), fact that is proven by the higher rate of health concern
(Santos & Loff, 2010). This is also supported by analyzing these concerns by age
group, young people have more food care: 2 out of 3 respondents use the Internet to
look for information about the food they consume (Dinis, 2009).
 Being an emergent target group – “Nowadays, there is a world global trend of
seeking healthier lifestyles: concern about environment, closer to Nature and an
increasing concern with food natural and quality levels. Portuguese consumers are
enhancing even more the healthy behaviors adoption in daily routine.” (Serras,
2010). “There is a Beverages market global tendency to change consumption habits,
emerging market niches as gourmet consumers, with purchasing power,
cosmopolitan, educated and concerned with ecological and healthy solutions.
(Henriques, 2010)
 Having benefits perception regarding tea - “It is also known the growing
consumer awareness of the health and well-being. There is a positive perception by
the consumer associated with new scientific research that enhances the intrinsic
attributes of tea and so reinforces positioning" (Nabeiro, 2011) as was observed also
in the Social and Cultural factors analysis.

54
  Being a more informed and demanding target group – “We have found that the
Portuguese consumer is getting more informed and demanding. Look for valued
products to its daily life, giving relevance to natural and healthy component.”
(Jacques, 2010). 61% of consumers opt for healthy products and 49% also want to
know if the food contains chemicals and despite respondents consider important to
have information about what they consume, 56% said they did not have enough
information (Dinis, 2009).
 Having strong connections with healthy perceived activities - The evidences
show that this healthy minded group is strongly linked with the highest physical
exercise practice rates, hydration and body image concerns (Santos & Loff, 2010).

6.1.2. SEGMENTATION, TARGET AND POSITIONING

Segmentation & Target

In segmentation approach it was used demographic, lifestyle and buying behavior

segmentation criteria. According to the 2012 Portuguese consumers life cycle (Marktest
Consulting, 2012) it was found five main segments through the ice tea consumption
analysis, representing more than 70% of the ice tea market consumption in Portugal
(Appendix X – Chart 41). Were characterized the five main segments according to the three
segmentation criteria pointed (Appendix X – Segmentation).

After analyzing the five main segments features and their weight in ice tea market
consumption, it was found that, in addition to the fact that Segment 1 and 2 (younger
segments) are the main segments, their features are really similar. This allowed the joining
of both in just one segment profile, which will be our target, helping to have just one
Marketing Mix direction (Focused Strategy), targeting more than 1/3 of potential market.

55
Target Profile – Segment 1 + 2

Demographic:

- Age: 15-34
- Occupation: Students, Middle and Senior companies management
- Geographic: Great Lisbon, Northern Coast and Interior
- Class: Middle/Middle Low

Lifestyle:

- Frequent Places: Fast food restaurants, Discos, Cinema and Gym.

- Frequent Products: Denim clothes, Sport shoes, Books, Ordering meals,
Tobacco (highest percentage of smokers).
- Transportation: They have driving license and drive frequently an own car, or
intend to do it in a near future.
- Interests: According to (Santos & Loff, 2010) this is the demographic class that
has more regular physical exercise practices, more concerns with health status,
hydration (being the ones that drink higher beverages volume – around 1,9L/day)
and physical appearance.

Consumption Behavior:

- Food: Milk, Cereals, Prepared Meals, Chocolates, Yogurts, Chewing Gums.

- Beverages: Sodas (mainly Ice Tea), Energetic, Alcoholic Pre-prepared, Liquors,
Vodka, Gin and Rum.
- Personal Hygiene: Oral Hygiene (higher rates)
- Internet: Have the highest new technologies, computer and internet use affinity
using Online news, Trade services (online auctions), Job Advertisements, Internet
access from mobile phone, Instant Messaging Services, Blogs queries and
downloads (movies, music and games)

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 - Media: Press (Culture/Show, Juvenile titles, Environment, Scientific Disclosure),
Radio (higher audience rate – tend to be better in evening schedule)

Seek Values (When looking for Beverages): According to (Santos & Loff, 2010) these
are the conclusions:

- For this a significant part of this demographic class (more than 1/3) is quiet
relevant having multiple beverages available to be well hydrated. However the
opinions tend to be equilibrated between the ones that agree, disagree or neither.
Generally 39% agree that it is important, mainly from younger demographic
classes, from North and with higher education.
- They are the ones more trendy to buy a beverage based on pleasure motives
(enhancing the younger male ones) following the aspects value system
represented in Appendix X – Chart 42. They also agree that the type of beverage
which gives them better pleasure depends on the consumption moment.
- In rational matters when buying a beverage we have two scenarios within our
target. The younger consumers (until 18 years old) are the ones that think less
rationally when choosing a beverage, probably due to the lack of mental maturity
and income responsibilities. However, consumers up to 18 until 50 are the ones
that give more importance to rational aspects following the aspects value system
represented in Appendix X – Chart 43. They also agree that the more relevant
aspect when choosing a beverage depends on the consumption moment.

After all, a beverage tend to be choose by pleasure motives, but the ones that do it by
rational aspects tend to have lower BMI (Body Mass Index), higher exercise practice levels,
demonstrating higher levels of concern with health, body image and hydration. They also
tend to don’t appreciate drinking water, which can be seen as an opportunity.

Finally this new product target dimension is around 800.000 Portuguese consumers, having
communication actions potentially reaching 2.500.000 Portuguese consumers. All
calculation are available in Appendix X – Target.

57
Positioning

Luso Tea product has a differentiation when facing competition by providing real scientific
proved health benefits from tea extracts in a low calorie formula. Product intrinsic features
will correspond to what consumers want regarding flavour, freshness, healthiness, quality,
price, low calories formula and hydration.

Identification:

 Luso Ready-to-Drink Tea

Differentiation:

 Low calorie formula (Regarding Lipton)

 Health benefits from tea (Regarding Pleno)
 Hydration Capability from Luso Mineral Water.

Luso Tea has just one feature that really differentiates this product from any other
competitor, the brand perception. Luso brand consumers perception helps to see the
inclusion of Luso Mineral Water as a benefit (having a strong link with hydration, purity
and healthy behaviors). According to this, Luso Tea can be seen also as a “me-too” product.
The launch of a me-too product can respond to a tactical goal which is to attack competitors
by presenting a similar offer. It may also match a strategic goal, which is to the benefit of
the attraction and success of the original bid to develop its business.

58
 TABLE 11 – LUSO TEA GOLD POSITIONING TRIANGLE
Potential Product
Consumer Expectations Competition Positioning
Strengths
Healthy minded consumers Existing brands have a more Great source of hydration as
expect a fresh and smooth incomplete product as they its ally with Luso mineral
tea that brings a great are higher caloric or don’t water, lightness, healthy
hydration and also health have the emerging health formula with no sugar
benefits. They also expect a benefit of real tea. added, colorants or
competitive price. preservatives, consumption
health benefits,
convenience, Luso brand
and families emotional
appealing.
Source: The author

Luso Tea communication will follow parent-brand link with families and sharing values
under the “Healthy Generations” signature but also joining so fresh and pleasure moments
among the younger generations. Luso Tea communication will take the emotional
symbology of Luso and the rational side of showing the benefits that Luso Tea brings: a
real tea infusion with pure Luso mineral water, low caloric formula, with no sugar added,
with a fresh and smooth flavor for an affordable price, a healthier solution for your body
and mind.

The tone of voice will be familiar, fresh, showing the healthy product features mainly
focused in hydration.

59
6.2. MARKETING -M IX

6.2.1. PRODUCT

The main opportunity founded is related to the strong fit or connection between these 3
elements: Growing healthy minded consumer target, Luso Tea healthy solution and Luso
emerging health care values. All this together make a good solution for the market as
consumer is receptive to product concept, as product has a great fit with Luso positioning
values and as both Luso and consumer share the health care path.

As we have seen in chapter 5.1.1.2.1 – Portuguese Ice Tea Market Overview, both In-Home
and Out-Home markets have the same value so this product will be launch to both markets
with the same effort because despite Out-Home is decreasing and In-Home is growing,
those changes are not quite significant showing some stability in both markets.

Intrinsic product features:

 Formula Composition
- Natural ingredients (Luso mineral water, tea extract and fruit juice)
- Low calories (no sugar added – only natural fruit sugar)
- Without chemicals ( no dyes or preservatives)

 Performance
- Healthy performance (tea benefits, low calories, hydration ability)
- Pleasure (fresh and smooth flavor)

 Design
- Same PET plastic bottles used in Luso Fruta
- Packaging only made with 100% recyclable PET plastic

Future product possible evolution: Due to the necessity of constant adaptation to

consumers changing behaviors and needs the author proposes a couple of possible future
product formula improvements or changes.

60
 No theine formula - If it is found by consumer’s feedback interpretation that this
substance is problematic and influences negatively Luso Tea consumption, should be
changed the product formula or created a new line complementing the existing one.
 Hot & Cold formula – This is a heatable formula that allows Luso Tea consumption in
two different ways, hot or cold, as consumer wish. This will also be a possible
conclusion from consumer’s feedback and market consumption tendencies evolution
that can force a product formula adaptation or creation of a new line that complements
the first one.

Packaging:

Packaging has two main functionalities: Technical – protection, use and

transport; and Communicational – visual impact and differentiation,
express brand positioning (Lindon, et al., 2004) (Lindon, Lendrevie,
Lévy, Dionísio, & Rodrigues, 2004).

In order to leverage the development of a new elegant and fresh PET

plastic bottle for Luso Fruta product recently, will be used the same
bottles (0,33Lt and 1 Lt) as they also fit new product values and to benefit
from economies of scale. The 0,33 Lt bottle will be available in both

markets and 1 Lt bottle only in Take-Home market. The 1L bottle

FIGURE 7 – N EW
will be also useful to represent the daily recommended tea intake
PRODUCT
(Appendix XI - Recommended Daily Tea Intake) as it is achieved
PACKAGING
with tree bottles of 0,33 Lt (as product range will have tree tea (Source: Miguel Calado)
varieties, as it be seen in next section, consumer can drink one of
each during the day).

61
Here are some packaging components:

TABLE 13 - NEW PRODUCT PACKAGING COMPONENTS

Packaging
Packaging Components
Functions
Product Protection
 PET plastic
and Preservation
 Cylindrical plastic bottle with a plastic cover
Ease of Use
allowing instant product consumption
Technical
Ease of
Functions
Transportation and  Cylindrical plastic bottles of 0,33L and 1L.
Storage
Environmental
 Bottles made of 100% recyclable PET plastic
Protection
Visual Impact  Natural and clear design elements
 Luso Tea new logo (adapted from the Luso
Brand Recognition
original one)
Product
 Luso Tea herbal and fruit components images
Identification
Communication  Visible and clear brand signature “Healthy
Positioning
Functions Generations”
Product  Contents Label (nutritional value table,
Information expiration date, legal obligations)
 Main product features near Logo (Natural
Purchase Appeal Ingredients, No added sugar, Only 1 calorie
(e.g.))
Source: The author

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Product Range

Luso Tea range will be launched, initially, with tree tea types: Green, White and Black Tea.
Those will be the main products as they also represent the tree main tea varieties with
different health benefits. However, Luso Tea portfolio will be complemented (when
considered appropriate by Luso’s decision makers) with two new products that will be used
to refresh product variety, products which core benefit is Anti-Aging power: Red and
Yellow Tea.

TABLE 14 – LUSO TEA PRODUCT RANGE

Product Range Complementary Formula

Green Tea Ginseng, Orange Blossom and Lemon.

Green Tea: Purifying and Relaxing - Helps fat loss, reduce

the risk of cardiovascular disease, fight free radicals
(responsible for premature aging), speeds up metabolism and
helps the body to eliminate toxins (Alves, 2009).

Ginseng: Energizing, aphrodisiac and anti-fatigue. Improves

the immunity system, help in case of insomnia
(Gastronomias, 1997).

Orange Blossom: Relaxing, well known by benefits regarding

blood, digestive and nervous systems (Phillips, 1998).

Lemon: Relaxing and antioxidant (Gastronomias, 1997).

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Black Tea Crataegus, Mango and Peach

Black Tea: Heart-friend - It's great for protecting the

cardiovascular system, aids in healthy weight loss and
promotes good cholesterol. By being highly stimulating,
prevents clogging of the arteries (Alves, 2009).

Crataegus: Relaxing, combat high blood pressure, heart

problems, tachycardia, and palpitations (Gastronomias,
1997).

Mango and Peach: Based on main ices tea existing flavours in

actual market.

White Tea Chamomile Flower, Lucia-Lime and Orange

White Tea: Slimming - It is the most efficient way to burn fat,

"turbine" metabolism, combat premature aging, has less
caffeine than green tea, reduces the risk of cardiovascular
disease (Alves, 2009).

Chamomile Flower: Relaxing, relieves headaches, combat

anxiety and depression, muscle aches, stomach acidity,
detoxifies liver, and regulates the intestines. It is tonic and
stimulant (Gastronomias, 1997).

Lucia-Lime: Regulates nervous system and it’s stimulating

(Phillips, 1998).

Orange: Complementary flavour choosed due to citrines

being useful to smooth tea flavour (Phillips, 1998).

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 Red Tea Rosa Canina and Red Fruits

Red Tea: Anti-Aging - It has polyphenols, antioxidants that

combat premature aging by exterminate the free radicals. It
also has thermogenic action which accelerates the burning of
calories (Alves, 2009).

Rosa Canina: Relaxing to body and mind, reduces stress and

improves sleep, contains bioflavonoids and is rich in vitamin
C (Gastronomias, 1997).

Red Fruits: Rich in antioxidants and fit with tea colour.

Yellow Tea Ginkgo Biloba, Lemon Balm and Lime

Yellow Tea: Anti-Aging - It has polyphenols, antioxidants

that combat premature aging by exterminate the free radicals.
It also has thermogenic action which accelerates the burning
of calories (Alves, 2009).

Ginkgo Biloba: Helps cerebral circulation and memory

(Gastronomias, 1997).

Lemon Balm: Relaxing, calming, digestive, relieves

headaches. Antidepressant, helps combat insomnia and
nervous breakdowns and (Gastronomias, 1997).

Lime: Complementary flavour choosed due to citrines being

useful to smooth tea flavour (Phillips, 1998).

Source: Images by Miguel Calado

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Services

Tea is a beverage with only health benefits to healthy people, however it have a recommend
daily intake, being necessary counseling and having product available information to
consumers. So our product range will be complemented by the following services:

Customer Phone Number – This number was created to listen to customer needs and
expectations, strengthening a relationship of trust between them and Luso by ensuring
quality of our products and services. So this number is already available to information
applications from consumers getting these way new functions as giving information about
Tea & Health topic including consumptions recommendations and tea benefits and
restrictions. This customer support will be available through the actual phone line (808 20
47 71) during the week from 8:00 to 20:00 having a complementary messaging service
trough the website in the operational out time.

Informational Website – As more than 96% of our target use Internet (Marktest
Consulting, 2012) and 2/ 3 use the Internet to look for information about the food they
consume (Dinis, 2009), the author considers that this is a real relevant way to communicate
and transmit information to the main target. According to Marktest Consulting (2012) more
than 25% of younger generations (15-34) access to internet trough their Smartphone. As
this is an increasing tendency the author considers that is important to create a mobile
version of Luso and Luso Tea websites to facilitate the access and information search
trough Smartphones being closer to consumers. It’s also an important communication tool
to the rest of consumers due to the global Internet usage increasing. So all product
information will be available at the actual SAL site (http://www.sociedadeagualuso.pt).

Due to the actual extreme information demand from healthy minded consumers the author
proposes the creation of a new website, only dedicated to this new tea product line (already
done with some functional products as Formas Luso) – www.lusotea.pt - where consumers
will find specific information regarding nutrition value, recommendations, drinking
suggestions and Tea health benefits and restrictions.

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Brand

Luso Tea is the brand name chosen, due to

benefits from parent-brand name and
signature and also because is an English
name for the Portuguese “chá”, creating a
link with younger generations that are the
main target consumers. Despite the name, as
Luso essentially target families, this product
intends to achieve other consumers so it will

be communicated as “Chá” with the name FIGURE 8 – LUSO TEA LOGO (Source: Miguel
Calado)
Luso Tea being the name, somehow closely
associated with ice tea. This will allow a juvenile and fresh image together with families
care and share credible benefits from real tea infusions (and not common ice tea) that will
please and attract more mature segments groups (that drink more tea than ice tea) that also
seek for healthy products.

6.2.2. PRICE

It will be used a penetration strategy to attract healthy minded consumers from competitors
brands and new ones gaining market share.

There three main factors to define new product price: (Lindon, et al., 2004) (Lindon, Lendrevie, Lévy , Dionís io, & Ro drigues, 20 04)

 Costs
 Demand
 Competition

As Luso internal costs information is confidential and demand calculation to this kind of
product is extremely complex and unreliable, the pricing strategy will be defined based on
competition.

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In-Home Market

Luso Tea is created to be a competitive solution among all product features including price,
having this factor great influence on consumer’s purchase decisions nowadays. This
product will have a premium price a bit lower (5% overall – price-point and price / Lt) than
the 1st price brand and most similar proposal to Luso Tea (Pleno Tisanas) and substantially
higher (15% overall - price-point and price / Lt) than Lipton Ice Tea as we can see in Table
12.

TABLE 15 – LUSO TEA AND MAIN COMPETITORS PRICING

Product Description Price (€) Price/Lt (€)
Pleno Tisanas Range 0,33 Lt (6 pack) 4,73 2,39
Pleno Tisanas Range 0,33 Lt (individual) 0,85 2,55
Pleno Tisanas Range 1,5 Lt (4 pack) 5,52 0,92
Pleno Tisanas Range 1,5 Lt (individual) 1,38 0,92
Lipton Ice Tea Range 0,33 Lt (6 pack) 3,82 1,93
Lipton Ice Tea Range 0,33 Lt (individual) 0,69 2,06
Lipton Ice Tea Range 2 Lt (4 pack) 6,76 0,85
Lipton Ice Tea Range 2 Lt (individual) 1,70 0,85
Luso Tea Range 0,33 Lt (6 pack) 4,49 2,25
Luso Tea Range 0,33 Lt (individual) 0,8 2,4
Luso Tea Range 1 Lt (4 pack) 3,49 0,87
Luso Tea Range 1 Lt (individual) 0,99 0,99
Source: Author’s point of sale research

There is one exception to this pricing method regarding strategic options about Luso Tea
Range 1 Lt (individual). As can be seen, due to the use of a different packaging size (1Lt)
there are some relevant aspects to highlight:

- The best price-point in 4 pack having a middle price / LT

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 - The best price-point in individual where we have the higher price / Lt to stimulate
4 pack demand when purchase decision is based on price / Lt factor as In-Home
market represent 87,26% sales volume (Nielsen, 2011). All this having the
visually attractive price of 1Lt for less than 1€.

This pricing strategy will allow the ability to have a competitive price which stimulates
demand for better product adoption, without damaging the desired product positioning,
image and future economic viability.

Out-Home Market

Regarding the Out-Home market was not possible define the price as it is done by the
Horeca agents. Due to the lack of data about internal costs and margins (confidential) it just
can be briefly explained which will be the pricing strategy based, again, in competition
considering a reference value, result of author’s market research.

Reference Values:

Pleno Tisanas (0,33Lt): 1,20€

Lipton Ice Tea (0,33Lt): 1€

Luso Tea (0,33Lt): 1,20€

As author considers that price sensibility is lower in Out-Home than in In-Home market we
will be 1st price brand with the same price than the most similar product as Luso has a lot
more experience and consumer brand awareness in Out-Home market than Pleno.

6.2.3. PLACEMENT

As Luso Tea is a convenience product is needed to have it accessible to consumers so it

will be adopted an Intensive distribution strategy. The main goal is to be present in the

69
largest number possible of selling points to easily reach healthy minded consumers and
families. Luso Tea will be present in IH an OH markets.

In-Home Market

The actual Luso’s Take-Home distribution channel circuit is the following: (Santos, 2012)

Producer  Warehouses  Retailers  Consumers

The Retailers will be mainly Hipers, Supers and Discounts, where will be available all
package formats:

 Luso Tea Range 0,33 Lt (6 pack and individual)

 Luso Tea Range 1 Lt (4 pack and individual)

Regarding in-store placement it will be in beverages area right next our main competitor,
Pleno, promoting product features comparison. There will be also have 2 shelve tops, 1
near refrigerants where is place Lipton Ice Tea and the other (in case of Hipers) in the
called "Área Viva", a space of natural and organic products, nutrition, health and wellness.
A complementary placement to promote consumption by stimuli will be near cash registers
in the end of consumer shopping action, where it will be mini freezers with product range
appealing to emotional consumption (Appendix XII – Figure 9).

Out-Home Market

The actual Luso’s Horeca distribution channel circuit is the following: (Santos, 2012)

Producer  Logistic Operator  County (local) Warehouses  Retailers 

Consumers

The Retailers will be mainly Restaurants, Snack Bares and Coffee Houses, where will be
available the Luso Tea Range 0,33 Lt (individual).

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6.2.4. PROMOTION
It will be used an Integrated Marketing Communication approach (mix between ATL and
BTL communication based on customer interactive databases) as the objective is to reach
the mass population or families, focusing communication actions in younger generations.

Communication Target Consumers:

1st – Healthy minded younger generations individuals (less mass media weight)

2nd – Healthy minded families and overall Portuguese population (more mass media
weight)

Strategic Objectives: Those will be the strategic goals according to sequence in product
implementation process time.

1st – Promote product experimentation

2nd – Inform about the product

3rd - Transmit product quality and confidence

4th - Sell through raising product awareness

5th – Create a strong and solid positioning

Communication Actions:

Mass Communication

 TV

According to Marktest (2009) younger generations tend to give less relevance, when
compared with older ones, to the traditional media as Television regarding the four public
Portuguese TV channels (TVI, SIC, RTP1 and RTP2). However, thinking in both
communication target consumer groups, the author considers important to have a
commercial in this mean, not only in some of the four main Portuguese channels, but also
in Pay TV channels where it’s easier to focus communication to our younger target.

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Luso Tea will be communicated through a 30 sec. advertise in the channels indicated in
Appendix XIII – Table 16.

The strategy is to leave the public channels advertising and focus on Pay TV ones,
especially in Movies and Series Channels that are the main attraction of our 1st
communication target with the highest audience percentage from A/B social class.

 Radio

Younger generations are the ones most likely to listen to radio, mainly when driving
(Marktest Consulting, 2012). According to this, Luso Tea will have a strong presence in the
radios that fit target audience, with a 10 sec. spot (Appendix XIII – Table 17)

The 10 sec. spot will be placed within the following intervals regarding the highest
audience moments: (Marktest Consulting, 2012)

During the week: From 6H to 10H and 17H to 20H

Weekend: From 10H to 13H and 17H to 20H

The immediate objective is to be highly present in radio and after the disclosure phase start
to decrease radio importance in communication budget.

 Press

According to Marktest Consulting (2012) the main target is one of the groups which most
read or consume newspaper and magazines, being the higher part of readers in the Sport
and Vehicles, Culture and Show, Women and Fashion, Society and Men categories. As
Luso Tea communication wants to reach other consumers too, the author sought for other
categories where this main target has a great influence but also where mature segments play
the main role as Economy, Management & Business, General Information and Health &
Education. This selection was made regarding readers features, press reasonable fit with
product concept and press annual average audience (Appendix XIII – Table 18).

72
This advertisement will be initially a front page cover in the case newspapers and then one
page in magazines and newspapers presenting the new Luso Tea product line, promoting
the new website. This method will be used just during the disclosure phase to create buzz
and product awareness. In a medium term vision, Luso Tea information will be spread
through the inclusion of articles in press publications with the support of opinion leaders.

 Outdoors

The Outdoors model will be the same as in Press media. This communication resource will
be used just in the launching phase helping to raise consumer product awareness and
essentially new brand visibility. After consumers know the brand and product range there’s
no sense in keeping this communication tool as it will be no more efficient.

 Cinema

According to Marktest Consulting (2012) the main target (younger generations) are the
ones whom go to cinema more often, more than 77% answered that went to cinema in the
last year when in the universe average just 46,6% did it.

As Outdoors this communication method will be discontinued after the launching phase for
the same reasons with one exception, when enlarging the product line with new teas. As
cinema seems to attract our main target the author considers that is a good way to let them
know about new products.

 Internet

According to Marktest Consulting (2012) the younger generations are the ones that use and
have more affinity with internet and as was seen, 2 out of 3 use the Internet to look for
information about the food they consume (Dinis, 2009). This way will be communicate
through the new Luso Tea website, instructing customers and also trough Luso actual
Faceboock page, interacting with customers in a more direct way.

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Direct Communication

 Informational Brochures

Brief printed mini brochure (A7) with essential information about product line nutritional
value (calories), potential health benefits and recommended daily intake. This will be useful
to show how Luso cares about consumers by informing them and satisfying the information
needs by spreading the existence of a complementary source of information, the new Luso
Tea dedicated site.

 Sampling Distribution

This sampling distribution will help essentially in promoting product experimentation and
inform about the product through the delivery of product brochures. This action will occur
in 5 main events only during the launching period:

- “UniversiTea”:

One day of free Luso Tea 0,33 Lt bottles distribution in main Universities in Lisbon
and Oporto. This action will reach a substantial and important part of our target aged
18 to 25 that in a near future will live in a own home, get a job and built their family.
So we will be dealing with families future decision makers members that are
concerned with family well-being as Luso is. Example is available in Appendix XIII
– Figure 10.

- Business Centers:

One day of free Luso Tea 0,33 Lt bottles distribution in the main Business Centers in
Lisbon and Oporto. This action will reach older active generations mainly aged over
25 year old, representing also an important part of our target as they are mainly the
family’s actual decision makers. Example is available in Appendix XIII – Figure 11.

74
- Hipers:

One week of free Luso Tea sampling distribution in the main Hipers (regarding store
and sales dimension) done by sampling promoters in 2 in-store placements define
previously (7.1.3.3 – Placement). This action will reach mainly the families
purchasing agents complementing the previous actions. This action will take one
week due to the need of reaching a big part of usual Luso products buyers, so it will
take place in the last week of a month before families receive the monthly wage.
Example is available in Appendix XIII – Figure 12.

- Gym’s:

Two days of free Luso Tea sampling distribution in each of the main gyms and health
clubs in Lisbon. This action will be the more direct product experimentation action,
reaching directly the healthy minded consumers concern with physical and mental
well-being, trough exercise, good nutrition habits and hydration. This action will
takes place along the launching phase, being published on company’s website a
schedule with the days that Luso Tea will be present in each gym and health club.
This action will take place again when launching new product to portfolio
enlargement. Example is available in Appendix XIII – Figure 13.

- “Luso Tea Time”:

One day of free Luso Tea 0,33 Lt bottles distribution in the main beaches in Portugal
(regarding amount of visitors). This will be organized by one week for each littoral
main counties, 1day per beach in Lisbon, Oporto and Faro, making a total of three
week’s action. In each day the action takes time at 17PM for two main reasons:

- To reach the most potential and effective consumers possible

- To emphasize that Luso is a real fresh Tea product due to the promoted link with
the traditional English habit (“Chá das 5” or “5PM Tea”) with the action signature
“This summer most fresh Tea, is Luso Tea” and “The 5PM freshest tea of this
summer”

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 This action will be complemented with the distribution of brochure and Luso Tea
merchandising, being the only element delivered a simple inflatable pillow to connect
the product freshness with pleasure and joy moments, being the most emotional
appealing sampling distribution action. Example is available in Appendix XIII –
Figure 14.

 Partnership

Following the line of customer information and care it will be done a partnership with a
Portuguese nutritional counseling company (e.g. NutriBalance). This promotional
action will be launched with the objective to engage consumers with Luso brand and
promote product trial.

Action structure:

With 15€ spent in Luso products, including Luso Tea, the buyer will receive a 1st
nutritional counseling meeting with the nutritional partner.

In next paid nutritional counseling meetings, 5% of the paid value goes to Luso that
will donate it to a social responsibility institution (linked with health or environment),
picked by the consumer from an available list.

Action impacts:

- Luso will enhance the consumer’s healthy lifestyle and health concerns values.
- Promotes product trial
- Win/Win partnership solution as nutritional partner get a direct source of potential
customers concerned with health.
- Customers feel useful by contributing to this cause.

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  Public Relations Event

Product launching end event, similar to the one made with Luso Fruta (see Appendix
XIII – Figure 15), where will be present invited opinion leaders and society influencers
as VIP members, news reporters and critics, using Luso actual network to solidify Luso
Tea brand positioning. This will include brand and product line presentation, tasting
and opinion listening. Such action will have effects on presence in opinion articles and
journalistic reports or documentaries.

Communication Budget:

In last extension product launching campaign, Luso Fruta, was spent 1,5 million Euros
(Marques, 2011). According to Luso’s healthy financial status, the author assumes that is
not quiet relevant the evaluation of a communication budget.

Implementation Chronogram:

TABLE 19 – COMMUNICATION IMPLEMENTATION CHRONOGRAM

2012
Actions June July August
1 2 3 4 1 2 3 4 1 2 3 4
Mass Communication
TV
Public TV
Pay TV
Radio
Press
Outdoors
Cinema

77
 Internet
Direct Communication
Sampling Distribution
UniversiTea
Business Centers
Hipers
Tea Time
Public Relations Event
Source: The Author

This action plan with take place in the summer of 2013 due to season’s favorability
regarding hydration and refreshing needs.

Public Tv, Press, Outdoors and Cinema will be just used in the beginning to spare and
leverage product awareness. Cinema communication will take place just in July due to great
part of target consumers being students, so they have more free time. Pay Tv, Radio and
Internet will be continued after launching phase to communicate with the target as they are
great audience regarding those communication tools.

Regarding direct communication actions, they will happen just during the launching phase
as their main objective is to promote product trial and awareness. UniversiTea will be
implemented when students still have an active life in universities before summer
vacations. Business Center actions will happen in a period when active people tend to still
working, mainly going on vacations in the following months. Hipers sampling distribution
will have duration of a month due to the objective of reaching the major part of purchase
decision makers. In August, when major part of potential consumers is on vacations, will be
done Luso Tea Time action, being ended with the final launching campaign Public relations
event.

78
7. Conclusions
With this project was found an opportunity for Luso launching a product into the ice tea
market, being considered a brand extension case due to being a new market to the brand.

The opportunity found is based on the emerging health concern values seek by an
increasing group defined as “Healthy Minded” consumers to whom is directed the new
product developed, Luso Tea.

First, it was made a literature research where was addressed tree main topics, the FMCG
markets, innovation and product development and finally, deeper analyzed, brand
extensions and correspondent effects.

The next step was analyzing market and Luso’s business environment to better define and
understand the competitive scope, being able to find project strengths, opportunities,
weaknesses and treats to leverage and optimize Luso Tea launching, having product best
adapted to market features. This was possible trough a deep competitive, internal and
consumer’s analysis. Regarding competitive environment we found Pleno, considered
mainly in In-Home market, due to strong product concept similarities and Lipton,
considered mainly in Out-Home market due to the great market share, fact that is seen as an
opportunity to gain direct consumers as the major part would try Luso Tea. Distribution
Brands were not considered as Luso Tea will not compete price based.

Regarding consumer was clearly identified common features between actual Luso products
consumers and Luso Tea target consumers, which is considered a great advantage due to
the use of actual consumer relation experience. After this was made an accurate description
and analysis of target consumers profile, healthy minded, used to adapt all marketing mix to
efficiently reach them. Those consumers are mainly from a young and informed growing
group concerned with health matters by seek healthy products and activities, having also a
healthy perception regarding tea. Beverages consumers consider flavour, freshness,
healthiness, price, nutritional value, food safety and hydration capability the main
emotional and rational factors that influence purchasing decision. A significant part of them

79
consider that is relevant to have multiple beverages available to be well hydrated, so by
enlarging Luso’s product portfolio it’s being satisfied also this particular need.

All product concept, support and communication were made to fit and reach directly the
different process purchasing agents. Luso Tea core features will be based on consumption
pleasure, healthiness, low calories formula, natural ingredients and strength of parent-
brand. Luso Tea will be launched based in a penetration price strategy, comparatively with
Pleno, being also a premium price. Product distribution will follow an intensive strategy to
allow great product availability and physical visibility. Regarding communication will be
implemented an integrated strategy to reach the mass population or families, but with
actions focused in younger generations. The targeted consumers are great audience in radio,
press, cinema and internet, justifying the use of these mass media means to reach them.

80
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http://www.unilever.com.br/brands/alimentos/lipton_icetea.aspx

Union, P. P. (2007). Health in Portugal : 2007. Lisboa: Directorate-General of Health,

Ministry of Health.

Veiga, P. -D. (2007, 04 04). “Este é o ano 1 da organização das marcas”. (R. O. Marques,
Interviewer)

Vitalis. (2012). Retrieved 03 27, 2013, from Vitalis: http://www.vitalis.pt

Volckner, F., & Sattler, H. (2006). Drivers of Brand Extension Success. Journal of
Marketing, 70, 18-34.

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Wikipedia. (2012, 12 13). Imposto sobre o Valor Acrescentado. Retrieved 02 18, 2013,
from Wikipedia: http://pt.wikipedia.org/wiki/Imposto_sobre_o_valor_acrescentado

Yorkston, E. A., Nunes, J. C., & Matta, S. (2010). The Malleable Brand: The Role of
Implicit Theories in Evaluating Brand Extensions. Journal of Marketing, 74
(January), 80-93.

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9. Appendixes

APPENDIX I – ECONOMIC FACTORS

CHART 1 - GVA DISTRIBUTION 2011

Source: (aicep Portugal Global, 2013)

CHART 2 – EMPLOYMENT DISTRIBUTION 2011

Source: (aicep Portugal Global, 2013)

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TABLE 4 – ECONOMIC INDICATORS 2007-2013

Source: (aicep Portugal Global, 2013)

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 CHART 3 – PORTUGAL VS. EURO ZONE – GDP GROWTH RATE

Source: Adapted from (Eurostat, 2012)

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 INFLATION, UNEMPLOYMENT AND VAT

There are many other factors that influence a nation economy and one of them is inflation
(Chart 4).

CHART 4 - PORTUGAL VS. EURO ZONE – INFLATION RATE

Source: Adapted from (Eurostat, 2012)

In the last 9 years, since 2004, Portugal average inflation was about 2,2%, a bit higher than
the Euro Zone average, 2%. In deep crisis, in 2011, generally Euro Zone countries inflation
rate has decreased to very low percentages (0,3% in mean) and in some cases being
negatives as Portugal example (-0,9%). This was a warning for Portuguese economy that
was making an effort to stabilize it, which shows that economy is not healthy by the
decreasing of prices. Economic agents are not able to sell their products or services at the
same price so their lower the value, which result is less capital generated, less investment,
less consumption, so promoting a stuck economy leading consumers to be more price
sensitive than quality. Following we assisted, in the last years, to an increasing consumer
preference for private labels brands leading own brands to make an extra effort to adapt
their communication to a new consumer emerging profile that is much more price sensitive.
However, this situation can change in a near future because, in 2012, inflation rate turned
again positive (1,4%) following closer Euro Zone tendency (1,6%) and future casts show us

93
that Portuguese economy is responding by increasing their prices in mean 0,6% above Euro
Zone tendency in 2013 and 2014. That way, we must pay attention to future important
changes that may occur in consumer price and quality perception that can lead to better
product developments, adapted to their actual needs.

Other important factor that affects economy and consumer behavior is unemployment rate
(Chart 5).

CHART 5 – PORTUGAL VS. EURO ZONE – UNEMPLOYMENT R ATE

Source: Adapted from (Eurostat, 2012)

Since 2004 the unemployment rate has been growing in mean 0,15% per year while Euro
Zone grow is in only 0,08% per year, achieving this year (2013) 16,3% and 11,7%
respectively. As we see Portugal historically tend to have an unemployment rate above the
Euro Zone, having this fact a high importance to the FMCG market, mainly to the products
that are not considered to be first need or essential products.

The last economic factor, that I’ll analyze, is VAT. Recently, in 2011, this tax suffered
significant changes, following the austerity measures proposed to increase credibility facing
international markets showing fiscal consolidation trough bigger receipts from VAT

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standard rate increase by 2%. This rate suffered many changes along years as we can see in
the table below.

TABLE 5 – PORTUGAL VAT HISTORIC EVOLUTION

Source: Adapted from Wikipedia (2012) (Wikipedia, 20 12)

TABLE 6 – BANCO DE PORTUGAL PROJECTIONS

Source: (Banco de Portugal, 2012)

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 APPENDIX II– SOCIAL AND CULTURAL FACTORS

CHART 6 – RECOGNIZED BEVERAGES HEALTH LEVEL

Source: (Santos, Gonçalves, & Loff, Estudo de Caracterização do perfil de Hidratação dos Portugueses, 2009)

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 CHART 7 – RECOGNIZED BEVERAGES P LEASURE LEVEL

Source: (Santos, Gonçalves, & Loff, Estudo de Caracterização do perfil de Hidratação dos Portugueses, 2009)

TABLE 7 – BEVERAGES HYDRATION CAPABILITY

Source: (IHS, 2008)

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CHART 8 – RECOGNIZED BEVERAGES P LEASURE AND HEALTH LEVEL

Source: (Santos, Gonçalves, & Loff, Estudo de Caracterização do perfil de Hidratação dos Portugueses, 2009)

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CHART 9 – ATTITUDES AND BEHAVIORS TOWARDS BEVERAGES

Source: (Santos & Loff, Estudo da influência das motivações de consumo no aporte hídrico dos Portugueses, 2010)

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CHART 10 – BEVERAGES PERCEPTUAL MAP

Source: (Santos, Gonçalves, & Loff, Estudo de Caracterização do perfil de Hidratação dos Portugueses, 2009)

APPENDIX III – ENVIRONMENTAL AND SOCIAL RESPONSIBILITY FACTORS.

ENVIRONMENTAL FACTORS

In 1997, the old PVC packaging of 0,33 and 1,5 liters of Luso’s water was substituted by a
new PET packaging that brought some benefits to the product weigh, quality preservation,
transparency, impact resistance and environmental care. In 2001 was the first step in the
reduction of PET material in packaging starting with the 5 liters carboy, being a European
recognized innovation. In 2003 was launched the 1,5 liters compactable bottle facilitating
stowage and transportation for the individual consumers but also to the waste collection
responsible entities, being considered “Product of the Year”. In 2007, was created the “low
neck” project consisting in reducing packaging threads size in 50% and 35% in weight
representing less 190 PET tons/year used by the brand. In 2011 was changed, once again,
all the PET packaging reducing 1,5 grams in each one. In 2012, was launched a new

100
package format, the 5,4 liters carboy that replaced the traditional 5 liters one with the
objective of better use PET (economize), reducing costs and being eco-friendly. Finally, in
2013, the more recent action in environmental path is the introduction of recycled PET in
packaging at 20% (achieving 100% is the long term objective) (S.A.L, 2012).

In a more corporative perspective, SCC have some interesting initiatives to promote

environmental care behaviors as is example the band created with only recycled
instruments “Toca a Reciclar”.

SOCIAL RESPONSIBILITY FACTORS

Since 2011, Luso has sensitized Factories and “Casino” visitors, according to the current
difficulties that affect many of the Portuguese families, to voluntarily contribute suggesting
a minimum of 1€ per visitant to support the Community Institutions where Factories are
located (S.A.L, 2012).

Ending the 160 years existence celebration, Luso in a partnership with Experimentadesign ,
offer a free entrance to the organized art exhibition called “Pureza” with objective of selling
art pieces and collect financial funds to donate to Abraço institution. This action valued
more than 16.000€ for the Portuguese institution to prevent AIDS in school environments,
initiatives that were never subsidized by state funds, depending on private donations. To
Nuno Pinto Magalhães, SCC Director of Communications and Institutional Relations, “this
was the best 160 years Luso’s commemorations ending. Our brand is passed, present and
future. This exhibition shows well our challenging, innovative, sustainable and supportive
side…” (Imagens de Marca, 2013).

Beyond all this initiatives we still have Luso Foundation, acting in 3 different areas (Heath,
Environment and Community) with the mission of contributing to the spread of knowledge
and information about human health, preservation of the hydric and natural Luso’s heritage
and also to guaranty the sustainable development of Luso’s community (Fundação Luso,
2013). As examples of Luso Foundation initiatives we have: (S.A.L, 2012)

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 - A yearly, since 2011, cleaning and reforestation action in Bussaco forest where 80
employees give their work day for this community service that in addiction of helping
protect the perimeter of Luso’s water source, also ensures a better life quality and the
pleasure of enjoying a clean forest space for the population.
- Organization and attribution, in partnership with SABER VIVER magazine, of the
yearly Health award, which seeks to enhance the best, innovative and achievable idea,
which contributes to a better population state of hydration through the consumption of
natural mineral water.
- Attribution of an entrepreneurial award that aims to recognize innovative and
entrepreneur projects, in the municipality of Mealhada, with implementation in Luso,
enhancing the economic development of the region.
- Several frequent awareness actions about water importance is our quotidian life always
in cooperation with the partners. The main ones are APN (Nutritionists Portuguese
Association) , SPEO (Portuguese Society for the Obesity Research) and FPC
(Cardiology Portuguese Foundation).

In a corporative way SCC also have a community care protocol with Vila Franca de Xira
City Council to help 200 families with few resources and actions to promote mutual help
within local community. Internally SSC also care about employees having two main
programs: Central One – Based on providing well-being, motivation and balance between
professional and personal life; Missionários – Based on concerning about the importance of
work security and hygiene, health and environment.

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APPENDIX IV – SECTOR EVOLUTION AND TRENDS

CHART 11 – DISTRIBUTION AGENTS RELEVANCE

Source: Questionnaire Conducted (2013)

CHART 12 – ICE TEA SECTOR SALES EVOLUTION IN VOLUME & VALUE

Source: Adapted from (Nielsen)

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CHART 13 – HORECA SALES VOLUME & VALUE EVOLUTION

Source: Adapted from (Nielsen)

CHART 14 – HORECA SALES VOLUME & VALUE VARIATION EVOLUTION

Source: Adapted from (Nielsen)

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CHART 15 – HORECA ECONOMIC AGENTS WEIGHT

Source: Adapted from (Nielsen)

CHART 16 – TAKE HOME SALES VOLUME & VALUE EVOLUTION

Source: Adapted from (Nielsen)

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CHART 17 – TAKE HOME SALES VOLUME & VALUE VARIATION EVOLUTION

Source: Adapted from (Nielsen)

CHART 18 – OWN BRAND VS DISTRIBUTION BRAND – SALES VOLUME

Source: Adapted from: (Nielsen)

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CHART 19 – OWN BRAND VS DISTRIBUTION BRAND – SALES VALUE

Source: Adapted from (Nielsen)

CHART 20 – TAKE HOME ECONOMIC AGENTS WEIGHT

Source: Adapted from (Nielsen)

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APPENDIX V – WATER CONSUMER VS. TEA CONSUMER

CHART 21 – TEA & WATER PENETRATION

25,0%

20,0%

15,0% Bottled Mineral

Water
10,0%
Tea
5,0%
Linear (Bottled
0,0% Mineral Water)
Linear (Tea)

Source: Adapted from (Marktest Consulting, 2012)

CHART 22 – ICE TEA & WATER PENETRATION

25,0%

20,0%

15,0% Ice Tea

10,0%
Bottled Mineral
Water
5,0%
Linear (Ice Tea)
0,0%
Linear (Bottled
Mineral Water)

Source: Adapted from (Marktest Consulting, 2012)

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CHART 23 – TEA & WATER LIFE CYCLE

Source: Adapted from (Marktest Consulting, 2012)

CHART 24 – ICE TEA & WATER LIFE C YCLE

Source: Adapted from (Marktest Consulting, 2012)

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CHART 25 – TEA & WATER AFFINITY

Source: Adapted from (Marktest Consulting, 2012)

CHART 26 – ICE TEA & WATER AFFINITY

Source: Adapted from (Marktest Consulting, 2012)

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APPENDIX VI – COMPETITIVE ANALYSIS

CHART 27 – MAIN ICE TEAS CONSUMED

Source: Questionnaire Conducted (2013)

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APPENDIX VII – INTERNAL ANALYSIS

FIGURE 4 – SCC COMMITMENT WITH HEINEKEN ’S GUIDELINES

Source: (S.C.C., 2012)

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TABLE 9 – LUSO INNOVATION PORTFOLIO

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Source: Adapted from (S.A.L, 2012)

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APPENDIX VIII – SWOT & CRITICAL SUCCESS FACTORS

CHART 28 – BRAND PERCEIVED QUALITY (QUESTION 11 FROM QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

CHART 29 – BRAND PERCEIVED TRUST (QUESTION 12 FROM QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

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CHART 30 – FRIENDLY BRAND PERCEPTION (QUESTION 13 FROM QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

CHART 31 – IDENTIFICATION WITH BRAND (QUESTION 14 FROM QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

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CHART 32 – LUSO TEA FIT WITH BRAND VALUES (QUESTION 25 FROM QUESTIONNAIRE )

Source: Questionnaire Conducted (2013)

CHART 33 –PERCEIVED ASSOCIATIONS WITH CORE PRODUCT (QUESTION 26 FROM

QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

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CHART 34 – LUSO TEA SIMILARITIES WITH BRAND’S PORTFOLIO (QUESTION 23 FROM

QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

CHART 35 – LUSO TEA SIMILARITIES WITH LAST EXTENSION, LUSO FRUTA (QUESTION 24
FROM QUESTIONNAIRE )

Source: Questionnaire Conducted (2013)

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CRITICAL SUCCESS FACTORS

B RIEF C ONCEPT E XPLANATION (Q UESTIONNAIRE )

Luso Tea - “Esta é a proposta de lançamento que está a ser estudada que consiste num
conjunto de Infusões Naturais de Chá a ser lançadas pela LUSO. Os efeitos benéficos para
a saúde e bem-estar do consumo diário de chá são inúmeros e provados cientificamente,
sendo complementados pelos efeitos positivos de um consumo moderado de cafeína
contida no chá. Assim sendo deverá ser promovido o consumo, de cerca, de 1 litro de chá
por dia, hidratando e ajudando a manter a saúde física e mental dos consumidores LUSO.”

CHART 36 – LUSO FRUTA COMMUNICATION PERCEIVED VISIBILITY (QUESTION 19 FROM

QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

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CHART 37 – PERCEIVED COMMUNICATION MESSAGE TRANSMITION COMPETENCE
(QUESTION 20 FROM QUESTIONNAIRE )

Source: Questionnaire Conducted (2013)

CHART 38 – LUSO FRUTA CONSUMPTION OBJETIVES

Source: Questionnaire Conducted (2013)

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CHART 39 – LUSO FRUTA PRODUCT AVAILABILITY

Source: Questionnaire Conducted (2013)

CHART 40 – NEW PRODUCT CONSUMER ACCEPTANCE (QUESTION 34 FROM

QUESTIONNAIRE)

Source: Questionnaire Conducted (2013)

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C OMPLEMENTARY CSF

 Parent-brand conviction, experience: Is important to have a convict and experienced

brand behind a new product to help levering perceived product quality and trust. In
the other side is also important to have a product that follows brand perceived
quality and trust to keep them solid. Having 160 years of existence, Luso have a
great market experience and conviction, so according to results from the
questionnaire conducted the respondents graded the perceived success of Luso
products with 3,6 (scale: 1 – 5) that can be representative of brand’s high conviction
when launch a new product.
 Previous brand extensions historical success & Consumer Innovativeness: The only
brand extension made was Luso Fruta and according to (S.C.C., 2012) it was a
success achieving more than the double of initial objectives. With Luso Tea the
author considered relevant seek consumer will of try this new product, so according
to the results from the questionnaire conducted 73% of the respondents that have ice
tea consumption habits affirmed that if Luso launch Luso Tea they will surely try it
(Chart 40).
 Product Intrinsic features: In FMCG markets consumers are really sensitive to
several factors, being in this particular case: product Quality / Price relation, flavor
(being the 1st emotional purchasing decision influencer) and nutritional and healthy
features fitting the nowadays society emergent values.

APPENDIX IX – QUESTIONNAIRE

QUESTIONNAIRE REPORT

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125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
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143
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FIGURE 16 – QUESTIONNAIRE MODEL

147
Source: (Volckner & Sattler, 2006)

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APPENDIX X - SEGMENTATION , TARGET AND POSITIONING

CHART 41 – ICE TEA CONSUMPTION SEGMENTS

Source: Adapted from (Marktest Consulting, 2012)

SEGMENTATION

Segment 1 – Dependent Singles

Demographic - Yong people from 15 to 24 years old, students, mainly lives in the
Northern Coast and Interior regions in middle/middle low class homes.

Lifestyle – They differentiate themselves from the average by being fast food restaurants,
discos, cinema and gym frequent goers and by using denim clothes and sport shoes. They
normally don’t have license or drive a car but have intentions to do it in a near future.

Consumption Behavior – In the global consumption (food) habits they stand out, being
the main consumers of milk, cereals and prepared meals, but also having an above average
consumption of chewing gums and candies. According to alcoholic beverages they have the
highest consumption of Vodka and also consume Gin and Rum above the average. In non-
alcoholic they register a higher consumption and affinity with Ice Tea and energetic
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beverages. Finally, regarding personal hygiene they the highest rates of oral hygiene and
stand out in lotions, creams and face gels.

This segment has, from far, the highest new technologies, computer and internet use
affinity. The internet access from mobile phone, use of instant messaging services, blogs
queries and movies, music and games downloads are 3 times higher than the average.

About media consumption they are the highest audience in Juvenile titles, Environment,
Scientific Disclosure and Culture/Show. In radio audiences they stand out from the average
mainly in the evening schedules.

Segment 2 – Independent Young

Demographic – Young people from 15 to 35 years old, actives occupying skilled labors
and middle and senior management of companies, mainly living in Great Lisbon and
Northern Interior regions in middle/middle low class homes.

Lifestyle – They differentiate themselves from the average by being fast food restaurants,
discos, cinema and gym frequent goers; by using denim clothes, sport shoes, books and
ordering meals to the household. They have driving license and drive frequently an own
car. This segment has also the highest percentage of smokers.

Consumption Behavior - In the global consumption (food) habits they stand out, being the
main consumers of chocolate and yogurts. According to alcoholic beverages they have a
high consumption of Pre-prepared ones and Liquors. In non-alcoholic they register a higher
consumption and affinity with Sodas (2nd Ice Tea main consumers) and energetic
beverages. Finally, regarding personal hygiene they the highest rates of oral hygiene.

This segment uses Internet a lot, being the one that read most Online News, that most use
Trade Services as online auctions, and also that most search for Job Advertisements.

About media consumption they stand out in Culture/Show Titles. In radio audiences they
have the highest audience rate.

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Segment 3 – Married with Kids aged from 12-18

Demographic – Married individuals, residing in homes where the oldest young are aged
between 12-18. Mainly from 35 to 44 years old, actives occupying skilled workers
professions or employed in trade, services and administrative, belong to middle low class.

Lifestyle - They differentiate themselves from the average by using sport shoes, being
bricolage lovers and having interest in kid’s toys. They have driving license and drive
frequently an own car.

Buying Behavior - In the global consumption (food) habits they stand out in crackers,
cheese, pastries, sausages and pasta. According to beverages they have a high consumption
of Non-Alcoholic Beer and Champagne. Finally, regarding personal hygiene they the
highest rates in after shaves/toilet water, blades or shaving machines (by males) and face
lotions and hair paints (by female).

This segment don’t use Internet a lot, just stand out in Online Advertisements placing.

About media consumption they have an audience above the average, generally, in Press and
Radio.

Segment 4 – Other Married

Demographic – Married Individuals, residing in homes with more than 2 persons. Have
more than 55 years old and are, in majority, retired, pensioner or unemployed. Belong to
the middle low/low classes.

Lifestyle – They don’t differentiate themselves from the average of the universe, except in
the younger habits where they bellow the average.

Consumption Behavior - In the global consumption (food) habits they stand out, being the
main consumers of rusks, frozen fish or seafood, chicken broth, meat, fish, vegetables and
rice. According to alcoholic beverages they have a high consumption of Oporto Wine and

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Brandy/Cognac. Finally, regarding personal hygiene they the highest rates of intimate
disinfectants, hand lotions or creams (females).

Regarding the Internet use this segment is clearly below the average.

About media consumption they tend to have audience rates below the average.

Segment 5 – Empty Nests

Demographic – Married Individuals, residing in homes with 2 persons. Have more than 64
years old and are, in majority, retired, pensioner, unemployed or housemaid. Belong, in
majority, to the low classes.

Lifestyle – They don’t differentiate themselves from the average of the universe, except in
the use of graduated glasses. They have driving license and drive frequently an own car.

Consumption Behavior - In the global consumption habits they stand out, being the main
consumers of bottled wine, detergents for washing dishes by hand, insecticides, soaps and
medicines for stomach indigestion or acidity.

They don’t use Internet or even Computer.

About media consumption they have audience rates below the average, except when is
listening to radio inside home, having the highest rate.

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CHART 42 – BEVERAGES PLEASURE CHOICE FACTORS

Source: (Santos & Loff, Estudo da influência das motivações de consumo no aporte
hídrico dos Portugueses, 2010)

CHART 43 – BEVERAGES RATIONAL CHOICE FACTORS

Source: (Santos & Loff, Estudo da influência das motivações de consumo no aporte
hídrico dos Portugueses, 2010)

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TARGET

Our Target will be:

- Portuguese population aged 15 to 34 years old ≈ 2,5M (PORDATA, 2012)

- Segment actual Ice Tea consumers = 73% - Average between Segment 1 and 2
(Appendix VII – Chart 25)
- People with high health and hydration concerns – Health (70,6%), Hydration
(42,8%) (Santos & Loff, Estudo da influência das motivações de consumo no
aporte hídrico dos Portugueses, 2010)

Target size (T.S.): we will just consider people with high hydration concerns due to the
brand and product concept strong link with hydration benefits.

T.S.= 2.500.000 * 73% * 42,8% ≈ 800.000

Potential Consumers Reached by Communication Actions:

- Portuguese Population aged up to 15 years old ≈ 9M ( (PORDATA, 2012)

- Segment actual Ice Tea Consumers – 66% (Marques, 2009)
- People with high hydration concerns – 42,8% (Santos & Loff, Estudo da
influência das motivações de consumo no aporte hídrico dos Portugueses, 2010)

Potential Consumers Group Size = 9M * 66% * 42,8% ≈ 2,5M

APPENDIX XI – PRODUCT

RECOMMENDED DAILY TEA INTAKE

As tea consumption have to be moderated due to the presence of substances as theine the
author made some calculations to find the recommended daily tea intake.

According to IHS (2008) responsible organizations found that normal theine consumption
produces any health risk, being the moderate caffeine consumption safe (about 300 mg per
day). As we can see in the next table Lipton Ice Tea has 80 mg of theine per 1 Lt, so Luso

154
Tea formula will have (similar to ½ of Express Coffee), being far from the moderate
consumption of 300mg per day.

TABLE 12 - AMOUNTS OF CAFFEINE IN SOME BEVERAGES

Source: (IHS, 2008)

The author considered that it should be done more research in this theme to ensure
consumers healthy safety, so according to (Alves, 2009) the average tea daily intake should
be between 2 and 3 cups (0,4 to 0,6 Lt). Assuming an average value of 0,5 Lt per day, and
Luso Tea constitution composed by 50% of tea and 50% of fruit natural juice, we achieve
the Luso Tea recommended intake of 1 Lt per day as only 50% is pure tea (0,5 Lt).

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APPENDIX XII – P LACEMENT

FIGURE 9 – PAYMENT POINT P LACEMENT

Source: (Jornal Bandeirantes News, 2011)

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APPENDIX XIII - PROMOTION

TABLE 16 – TV ADVERTISEMENT CAMPAIGN

Advertisement Placement (Highest
TV Channels Main Audience
Share Moment)

RTP Older segments Before, during and after football

games

SIC Mature segments Before, during and after football

games and TV newscast

TVI Mature segments Before, during and after football

games, TV newscast and novel.

Documentary Young Adults Evening Advertising time

Channels*1

Entertaining Younger and Older segments Evening Advertising time

Channels*2

Movies and Young Adults Evening Advertising time

Series
Channels*3

Source: Adapted from (Marktest, 2009)

*1 – Includes: Odyssey, Discovery, History, National Geographic, Biography Channel,

Discovery Turbo, Discovery Science, Discovery Civilization e Travel Channel
*2 – Includes: People+Arts, SIC Mulher, SIC Radical, RTP Memória, E! Entertainment
and MVM
*3 – Includes: Hollywood, AXN, Fox, Fox Life, Fox Crime, FX, TVCINE1, TVCINE2,
TVCINE3, TVCINE4, MOV and Sony Entertainment Television

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TABLE 17 – RADIO ADVERTISEMENT CAMPAIGN
Radios Main Audience

Mega FM Younger segments (18-34) from Great Lisbon, students, Class A audience
much above the average.

Rádio Younger segments (18-34) from all country, Middle/High management

Comercial occupations, Class A audience above the average.

Best Rock FM Younger segments (18-34) from Great Oporto, students, Class A and B
audience above the average.

M80 Matures segments (25-44) from Great Lisbon and Oporto, Middle/High
management occupations, Class A audience much above the average.

Antena 3 Younger segments (18-34) from all country, Middle/High management

occupations, Class A audience much above the average.

Source: Adapted from (Marktest, 2009)

TABLE 18 – PRESS ADVERTISEMENT CAMPAIGN

Press Type Name Main Readers
Sport A Bola Males from younger segments (15-34) from all
Record country, qualified occupations.
Vehicles Auto Sport Males from mature segments (25-44) from all the
Auto Hoje country, qualified occupations, Class A and B
readers above the average.
Culture and Blitz Younger segments (18-34) from all country,
Show students, Class A and B readers above the
average.
Economic and Diário Económico Mature segments (25-54) from Great Lisbon,

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Management Jornal de Negócios Middle/High management occupations, Class A
daily readers much above the average.
newspapers
Monthly Maria Females from younger segments (18-34) from all
Women/Fashion Telenovelas country, Middle/High management occupations,
Magazines Class A audience much above the average.
General Correio da Manhã Mature segments (25-44) from all the country.
Information Jornal de Notícias
daily
newspapers
General Visão Mature segments (25-54) from Great Lisbon,
Information Sábado Middle/High management occupations, Class A
weekly readers much above the average.
newspapers
Men Magazines Men's Health Males from younger segments (18-34) from all
country.
Health & Farmácia Saúde Females from mature segments (25-54) from
Education Saber Viver Great Lisbon, qualified occupations, Class A and
Publications Saúde e Bem Estar B readers above the average.

Society Caras Females from mature segments (25-44) from

Magazines Lux Great Lisbon, qualified occupations, Class A and
Nova Gente B readers above the average.
Source: Adapted from (Marktest, 2009)

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FIGURE 10 – UNIVERSITIES SAMPLING DISTRIBUTION

Source: (Redbull, 2012)

FIGURE 11 – BUSINESS CENTERS SAMPLING DISTRIBUTION

Source: (executional, 2013)

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FIGURE 12 – HIPERS SAMPLING DISTRIBUTION

Source: (Infinitopromo, 2010)

FIGURE 13 – GYM’S SAMPLING DISTRIBUTION

Source: (skaevents, 2013)

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FIGURE 14 – BEACH SAMPLING DISTRIBUTION

Source: (Naturalis, 2013)

FIGURE 15 – LUSO FRUTA PUBLIC RELATIONS EVENT

Source: (Água de Luso, 2012)

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